Introduction
The two chosen theories that will be analyzed and critically examined are job satisfaction and
Organizational commitment. These both are considered to be an important concept which are widely
researched in organizational behavior and human resource management. Low levels of job satisfaction
and organizational commitment may result in organization losing the skilled and professional employees [
CITATION JAC15 \l 1033 ]. That is why numerous researches have been conducted to study the linkage
between the two concepts.
It has been demonstrated that job satisfaction and organizational commitment are also linked to other
organizational outcomes such as job performance, productivity, turnover, absenteeism and contributes
towards the success of the business. [ CITATION Yan10 \l 1033 ][ CITATION Saa04 \l 1033 ]
Job Satisfaction
This concept has been widely researched and various definitions has been presented by the researchers.
According to Locke[ CITATION Saa04 \l 1033 ], job satisfaction is defined as emotional state which is both
pleasurable and positive that results from appraisal of one’s job experience. While, Ivancevich &
Matteson[ CITATION Iva02 \l 1033 ] defines job satisfaction as attitude employees have regarding their job
which occurs from their perception about their job and the amount of good fit between employee and
organization.
In simpler terms, job satisfaction is the attitude employees have towards their job and their feelings about
different aspects of their job. It is also the perception that employees have regarding their job which can
be both negative and positive. [ CITATION Gar13 \l 1033 ]
An analysis of literature regarding organizational behavior suggests that there are two salient features of
job satisfaction: [ CITATION Azm16 \l 1033 ]
Intrinsic Satisfaction: The satisfaction that employees receive from the factors that occurs internally in a
job. These factors are also known as motivation factors. Some of the examples of motivation factors
which result in employee satisfaction include advancement, recognition, responsibility, achievement and
opportunities within an organization such as developing human capacities. If employees are satisfied with
the above intrinsic factors they will be motivated to perform effectively and efficiently
Extrinsic Satisfaction: The satisfaction that employees receive from the working environment and
external job factors which affect the behavior and attitude of employees. These factors are also known as
hygiene factors. Some of the examples of hygiene factors which result in employee satisfaction include
job security, growth, work conditions, pay, interpersonal relations, work and life balance, status and
supervision. Providing good working environment and the work-related factors to employees will result
in increase in employee satisfaction. [ CITATION Azm16 \l 1033 ]
Measuring Job Satisfaction
Organizations face challenge when measuring job satisfaction since the definition of satisfaction varies
among researchers, practitioner and people within an organization. Also, assessing employee’s job
satisfaction is a complex task as it needs summation of many distinct elements. Hence, two most popular
approaches are used to measure the job satisfaction. The single global rating is a method in which
employees are asked to answer one question and they have to respond by circling the number between 1
and 5. The question could be ‘how satisfied are you with job?” and the employees can circle the number
which range from highly satisfied to highly dissatisfied.
Another approach is summation score in which the key elements in a job are identified such as
opportunities for promotion, nature of work, current pay, relationship with colleagues and supervision.
Then, a standardized scale is used to rate the above key elements in order to calculate the scores of job
satisfaction.
Both of these methods are considered helpful as single global rating is less time consuming while
summation method gives more accurate results. [ CITATION Ste07 \l 1033 ]
Importance of Job Satisfaction
Job Performance: The studies show that there is strong positive correlation exist between job
satisfaction and job performance. The employees that are satisfied with their job are more likely to
effective and productive. Hence, organizations need to try to make their employees happy in order to
increase their performance.
Organizational Citizenship Behavior: Employees that are satisfied and happy with their job tend to talk
positively about their organization, help their co-workers and even reciprocate their positive experiences
by going beyond what is expected them to do in a job. The studies show that the relationship between job
satisfaction and OCB is moderately co-related.
Turnover and Absenteeism: Satisfied employees are more likely to stay in an organization rater than
finding other jobs. Also, the rate of absence also decreases as the employees are less likely to miss the
work. However, studies show that the relationship between job satisfaction and turnover is comparatively
stronger than job satisfaction and absenteeism because even though the employees might be satisfied with
their job but still they might take some days off if there is no penalty attached to the holidays or sick
leaves that are mostly encouraged by the organizations. [ CITATION Ste07 \l 1033 ]
Organizational Commitment
Organizational commitment is one of the most important concepts that have been widely researched and
each research has come up with its own definition of it. Recent empirical research has identified that the
definition of organizational commitment also varies depending on the context of organization and the
environment which is being used to assess the concept. For example, employees that are in private sector
have different organizational commitment when compared to the one in public sector. [ CITATION
Yan10 \l 1033 ]
Therefore, Organizational commitment differs in its meaning and nature depending on the cultural and
organizational settings. [ CITATION Yan10 \l 1033 ]
Allen and Meyer (1990) have presented a conceptual model that suggests that there are three dimensions
of organizational commitment: [ CITATION Bas19 \l 1033 ]
1- Affective commitment: The affective commitment is emotional attachment that determines the
choice of an employee to remain in the organization. The factors that contributes towards the
employee’s emotional attachment to the organization are bond and interaction between the co-
workers and supervisors, personal importance that a worker was made to feel towards
organization, and feedback received regarding the work performance.
2- Normative commitment: Normative commitment is the individual’s feeling of obligation due to
the attachment to the goals of organization. The employees feel it morally right to stay in the
organization and remain loyal. Hence, it is less of a personal commitment.
3- Continuance commitment: Continuance commitment is the degree to which an employee is
committed to the organization because of their own economics such as employee facing a
difficulty in searching new job, or facing loss in investments. This commitment is related to the
cost-benefit analysis of an employee to remain in the organization. [ CITATION Bas19 \l 1033 ]
Most definitions presented by researches emphasize on the affective attachment and hence can be
classified into three dimensions: [ CITATION JAC15 \l 1033 ]
1) The degree to which workers relate, involve, accept and support the values and goals of organization.
2)The desire to work on behalf of the firm and putting all energy into it.
3)The willingness and desire to stay in the organization.
Hence, those employees are committed to their organization desire to stay with their organization.
According to Oshagbemi and Yousef, Organizational commitment is one of important concepts and plays
a key role in the organization because those workers are committed to the organization and are satisfied
with it tend to perform better in the firm and increase the organization's productivity. [ CITATION Gar13 \l
1033 ]
As indicated by Jaros (1997) organizational commitment impact the psychological behavior of employees
and connect them to the organization where they work, the reason being, high organizational behavior
engages employees into having organizational citizenship behavior, and increases their job performance
and productivity which will as a result benefit the organization. [ CITATION Gar13 \l 1033 ]
Relationship between Job Satisfaction and Organizational
Commitment
Numerous empirical researches have been conducted to study the relationship between job satisfaction
and Organizational behavior perhaps due to their impact on individual behaviors and organization.
It has been proposed that the elements of job satisfaction and forms of organizational commitment have a
reciprocal relationship. To elaborate it further, those employees that are happy and satisfied with their job
inclined to be committed to their organization and this positive affect is returned back to the organization
through commitment and by associating to the relevant outcomes of the organization. [ CITATION Yan10 \l
1033 ]
Some studies suggested that a low co-relation exists between these two variables which means that the
direct relationship does not exist between them. There are employees who are satisfied with their job but
still decides to leave the organization. While, there are dissatisfied employees who remain at the
organization. The decision to leave or stay in the organization could be personal and work related.
[ CITATION KNa15 \l 1033 ]
While other empirical researches suggest that there is a strong, positive and significant relationship that
exists between job satisfaction and organizational commitment because if employees are satisfied then
they are more likely to stay with the firm for longtime. [CITATION Hed18 \l 1033 ]
Direct effect models were used by previous studies in order to study the relationship between and job
satisfaction and organizational commitment. Different samples were used such as in Belgium around 621
employees were selected from various sectors (Caroline et al., 2015), from social work organization
around 327 were selected (Jonathan et al., 2010), 22 non-profit organizations were selected from USA
(Hyenjin et al., 2012) and from retail sectors around 530 employees were selected. The results of the
study showed that positive relationship exists between job satisfaction and organizational commitment.
[ CITATION Azm16 \l 1033 ]
Similarly, two recent studies were conducted which used direct effect model and used different samples.
The study was conducted to research the relationship between intrinsic satisfaction and organizational
commitment; and extrinsic satisfaction and organizational commitment. Both of these studies
hypothesized the positive relationship between the two variables. [ CITATION Azm16 \l 1033 ]
However, there is also controversy regarding the direction of the link between these two variables. Some
researchers like Meyer et al. (2002), supports the idea that job satisfaction is antecedent to organizational
commitment [ CITATION KNa15 \l 1033 ]. While other researchers such as Price and Mueller (1981),
suggests that the organizational commitment is determinative of job satisfaction. [ CITATION Jel18 \l
1033 ]
Hence several studies have directly focused on testing the cause-effect relationship between job
satisfaction and Organizational behavior. Some of these studies includes Bateman and Strasser, 1984;
Curry et al.,1986; Dossett and Suszko, 1990; Farkas and Tetrick, 1989; and Lance, 1991. [ CITATION
Sha13 \l 1033 ][ CITATION Sha13 \l 1033 ]
In order to study the causal relationship between these two variables there are three requirements that
should be fulfilled. [ CITATION Har10 \l 1033 ]
1- Covariation: This gives evidence that that the there is some type of relationship that exists between
both factors and they both are related.
2- Temporal Precedence: This will give evidence which one was first, job satisfaction or organizational
commitment i.e. Whether Job satisfaction leads to organizational commitment or vice versa.
3- Lack of Alternative: Is there any third variable or missing variable that is causing the outcome. In order
to show that there is a causal relationship between the two concepts it is important to rule out the third
variable with the help of research design. [ CITATION Har10 \l 1033 ]
It is important to study which factor is cause and which one is effect because it gives a lever to
organization to focus on that one factor and do not waste resources on other. Also, it will help the
organization to make impact on other outcomes like productivity, absenteeism, turnover and performance
by just finding out what is the cause and focusing on just that factor to save resources like time.
Conclusion
Job Satisfaction and Organizational commitment are considered to be important phenomenon in the
organizational behavior that is widely researched and their definition varies depending on the
organizational context and cultural environment. The gist of all the definitions can be presented as
follows, Job satisfaction is defined as attitude and feelings towards the job and organizational
commitment is defined as willingness to remain in the organization. Both these concepts are main
contributors towards the success of an organization as they are likely to affect other organizational
outcomes such as absenteeism, turnover, performance, productivity and citizenship behavior. Therefore,
researchers have frequently studied the relationship between two concepts. However, some empirical
studies presented shows that these both concepts are positively related, while others suggest that it is
negatively corelated. There is also debate regarding the direction of these concepts, whether increase in
job satisfaction leads to high organizational commitment or vice vera. Therefore, some studies have
focused on studying the causal relationship which have three conditions that needs to be fulfilled which
are Covariation, Temporal precedence, and Lack of Alternative.
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