The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman

The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman

The purpose of this study was to examine the influence of four dimensions of corporate culture,namely,communication, teamwork,training and development, and reward and recognition on employees’ organizational commitment within two government organizations, namely, Kedah State Development Corporation...

全面介绍

Saved in:
书目详细资料
主要作者: Eliy Nazira, Mat Nazir
格式: Thesis
语言:eng
eng
出版: 2012
主题:
HD58.7 Organizational Behavior.
在线阅读:https://etd.uum.edu.my/3245/1/ELIY_NAZIRA_MAT_NAZIR.pdf
https://etd.uum.edu.my/3245/4/ELIY_NAZIRA_MAT_NAZIR.pdf
标签: 添加标签
没有标签, 成为第一个标记此记录!
id my-uum-etd.3245
record_format uketd_dc
institution Universiti Utara Malaysia
collection UUM ETD
language eng
eng
advisor Johari, Johanim
topic HD58.7 Organizational Behavior.
spellingShingle HD58.7 Organizational Behavior.
Eliy Nazira, Mat Nazir
The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
description The purpose of this study was to examine the influence of four dimensions of corporate culture,namely,communication, teamwork,training and development, and reward and recognition on employees’ organizational commitment within two government organizations, namely, Kedah State Development Corporation (PKNK) and Alor Setar City Council (MBAS) located in Alor Setar, Kedah Darul Aman. Despite extensive research on corporate culture, very little empirical research has examined this area of study, especially for public sectors in Kedah. 300 set of questionnaires was distributed to both organizations and 218 sets of completed questionnaires have returned. Regression analyses were employed to test the research hypotheses. The results of this study revealed that communication, training and development, reward and recognition, had positively influences employees’ commitment. This study contributes to a better understanding of the influence of corporate culture on organizational commitment among employees within the government organization in Kedah.
format Thesis
qualification_name masters
qualification_level Master's degree
author Eliy Nazira, Mat Nazir
author_facet Eliy Nazira, Mat Nazir
author_sort Eliy Nazira, Mat Nazir
title The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
title_short The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
title_full The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
title_fullStr The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
title_full_unstemmed The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman
title_sort influence of corporate culture dimensions on organizational commitment: case study of two government organizations in alor setar, kedah darul aman
granting_institution Universiti Utara Malaysia
granting_department Othman Yeop Abdullah Graduate School of Business
publishDate 2012
url https://etd.uum.edu.my/3245/1/ELIY_NAZIRA_MAT_NAZIR.pdf
https://etd.uum.edu.my/3245/4/ELIY_NAZIRA_MAT_NAZIR.pdf
_version_ 1747827529662595072
spelling my-uum-etd.32452016-04-19T02:55:21Z The Influence of Corporate Culture Dimensions on Organizational Commitment: Case Study of Two Government Organizations in Alor Setar, Kedah Darul Aman 2012-06 Eliy Nazira, Mat Nazir Johari, Johanim Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HD58.7 Organizational Behavior. The purpose of this study was to examine the influence of four dimensions of corporate culture,namely,communication, teamwork,training and development, and reward and recognition on employees’ organizational commitment within two government organizations, namely, Kedah State Development Corporation (PKNK) and Alor Setar City Council (MBAS) located in Alor Setar, Kedah Darul Aman. Despite extensive research on corporate culture, very little empirical research has examined this area of study, especially for public sectors in Kedah. 300 set of questionnaires was distributed to both organizations and 218 sets of completed questionnaires have returned. Regression analyses were employed to test the research hypotheses. The results of this study revealed that communication, training and development, reward and recognition, had positively influences employees’ commitment. This study contributes to a better understanding of the influence of corporate culture on organizational commitment among employees within the government organization in Kedah. 2012-06 Thesis https://etd.uum.edu.my/3245/ https://etd.uum.edu.my/3245/1/ELIY_NAZIRA_MAT_NAZIR.pdf text eng validuser https://etd.uum.edu.my/3245/4/ELIY_NAZIRA_MAT_NAZIR.pdf text eng public masters masters Universiti Utara Malaysia Acton,T and Golden,W. (2002).Training: The way to retain valuable IT employees. Conference proceedings, Informing Science,pp.1-12. http://proceedings.informingscience.org/IS 2002Proceedings/papers/acton140train.pdf. Adair,J. (2002),Inspiring Leadership,1st ed.,Thoroughgood, London. Adebanjo,D., & Kehoe,D. (2001).An evaluation of factors influencing teamwork and customer focus.Managing Service Quality, 11, 49–56. Allen,R. and Helms,M. (2002). Employee perceptions of relationships between strategy rewards and organizational performance.Journal of Business Strategies, 19(2). Pp115-139. Allen,N. and Meyer,J. (1990), “The measurement and antecedents of affective, normative and continuance commitment to the organization”, Journal of Occupational Psychology, vol. 63, pp. 1-18. Allen,M.W. (1992), “Communication and organizational commitment: perceived organizational support as a mediating factor”, Communication Quarterly, Vol.40 No.4, pp.357-67. Anderson,C., & Martin,M. (1995). Why employees speak to coworkers and bosses. Journal of Business Communication, 32(3), 249–265. Anonymous (2006),“Trends in human capital management: the emerging talent management imperative”, A Knowledge Infusion White Paper, available at: www.sap.com/industries/insurance/ pdf/BWP_Trends_in_Human_Capital_Management.pdf. Anschutz,E.E. (1995).TQM America. Bradenton, FL: McGuinn & McGuinn Publishing. Applebaum,E. & Batt,R. (1994). The new American workplace: Transforming work systems in the United States. Ithaca, NY: Cornel ILR Press. Arthur,J.B. 1994.“Effects of Human Resource Systems on Manufacturing Performance and Turnover”, Academy of Management Journal, 37(3), pp.670–87. Ashforth,B.E. and Mael,F.A. (1989), “Social identity theory and the organization”, Academy of Management Review, Vol. 35, pp.232-44. Barrett,A., & O’Connell,P.J. 2001. Does training generally work? The returns to in company training. Industrial and Labor Relations Review, 54(3): 647-662. Bartel,C.A. (2001),“Social comparisons in boundary-spanning work: effects of community outreach on members’ organizational identity and identification”, Administrative Science Quarterly, Vol.46 No.3, pp.379-413. Bartlett,K.R. (2001).The relationship between training and organizational commitment: A study of healthcare field. Human Resource Development Quarterly, 12(4),335–352. Batt,R. 2002.“Managing Customer Services: Human Resource Practices, Quit Rates, and Sales Growth”, Academy of Management Journal, 45, pp.587–97. Beer,M., Spector,B., Lawrence,P.R., Mills,D.Q., & Walton,R.E. (1984). Managing human assets. New York: The Free Press. Belanger,J., Edwards,P.K., & Wright,M. (2003). Commitment at work and independence from management: A study of advanced team-working. Work and Occupations, 30(2),234-252. Bentein,K., Vandenberg,R., Vandenberghe,C. and Stinglhamber,L. (2005),“The role of change in the relationship between commitment and turnover: a latent growth modelling approach” ,Journal of Applied Psychology, Vol.90 No.3, pp.468-82. Boon,O.K., & Arumugam,V., (2006).The influence of corporate culture on Organizational commitment: case study of semi- conductor organizations in Malaysia.Sunway Academic Journal, Vol.3, pp.99–115. Brown,K. (2005),“Shiny happy personnel: recognition and rewards”, available at: www.humanresourcemagazine.com.au/articles/c0/ 0c02f9c0.asp (accessed 2 April 2006). Brunetto,Y., & Farr-Wharton,R. (2004).Does the talk affect your decision to walk: A comparative pilot study examining the effect of communication practices on employee commitment postmanagerialism. Management Decision, 42(3/4), 579–600. Bureau of Labor Statistics (2008), Occupational Outlook Handbook (OOH) 2008-09 edition, Bureau of Labor Statistics, Washington, DC. Carlson DS, Bozeman DP, Kacmar MK(2000). Training motivation in organizations:an analysis of individual-level antecedents .J. Managerial, 12(3): 271-288. Casey,D. (1985),"When is a team not a team?", Personnel Management, January. Chatman,J. and Jehn,K. (1994),“Assessing the relationship between industry characteristics and organizational culture: how different can you be?” Academy of Management Journal, Vol.37 No.3, pp.522-53. Cheney,G. (1983),“The rhetoric of identification and the study of organizational communication”, Quarterly Journal of Speech, Vol.69, pp.143-58. Cherrington,D.J. (1995). The management of human resources (4th Ed.). Englewood Cliff, NJ: Prentice-Hall. Chiu,R.K., Luk,V.W.M. and Tang,T.L. 2002. “Retaining and Motivating Employees: Compensation Preferences in Hong Kong and China”, Personnel Review, 31, pp.402–31. Cohen,S.G. and Bailey,D.E. (1997),‘What makes teamwork: Group effectiveness research from the shop floor to the executive suite’, Journal of Management, Vol.23 no.3, pp. 239-90. Cole,C.L. (2000), “Building Loyalty”, Workforce, 79(8), pp. 42-48. Cordery,J.L., Mueller,W.S., & Smith,L.M. (1991). Attitudinal and behavioral effects of autonomous group working: A longitudinal field study. Academy of Management Journal, 34(2), 464. Costa,C.C. (2003). Work team trust and effectiveness. Personnel Review, 32(5), 605-423. Daft,R.L. (2005),The Leadership Experience, 3rd ed., Thomson-Southwestern, Vancouver. Daft,R.L. (2002),Management,6th ed.,Thomson South-Western, Mason, OH. Deal,T.E. and Kennedy,A.A. (1982),Corporate Cultures: The Rites and Rituals of Corporate Life, Irwin, Reading, MA. Delaney,J.T., and Huselid,M.A. 1996. “The Impact of Human Resource Management Practices on Perceptions of Organizational Performance”, Academy of Management Journal, 39(4), pp. 949–969. Deming,W.E. (1986). Out of the Crisis. Cambridge, MA: MIT Press. De Ridder,J. (2004),“Organisational communication and supportive employees”, Human Resource Management Journal, Vol. 14 No. 3, pp. 20-30. Downs,C.W. and Adrian,A.D. (2004),Assessing Organizational Communication: Strategic Communication Audits, The Guilford Press, New York, NY. Drenth,P.J.D., Thierry,H and deWolff,C.J. (1998). Handbook of Work and Organizational Psychology (2nd Edition). East Sussex: Psychology Press Ltd. Dutton,J.E., Dukerich,J.M. and Harquail,C.V. (1994), “Organizational images and member identification”, Administrative Science Quarterly, Vol. 39, pp. 239-63. Eby,L.T., Freeman,D.M., Rush,M.C. and Lance,C.E. (1999), “The motivational bases of affective organizational commitment”, Journal of Occupational & Organizational Psychology, Vol.72 No.4, pp.463-83. Farrell D, Rusbult CE (1981). Exchange variables as predictors of job satisfaction, job commitment and turnover. Organ. Behav. Hum. Perf., 28(1), 78-95. Fey,C.F., Bjo¨rkman,I. and Pavlovskaya,A. 2000.“The Effect of Human Resource Management Practices on Firm Performance in Russia”, International Journal of Human Resource Management, 11, pp.1–18. Flamholtz,E and Randle,Y. (1998). Changing the game: Organizational transformations of the first, second, and third kinds. Oxford University Press, New York. Frey.B. (1997).On the Relationship between Intrinsic and Extrinsic Work Motivation. International Journal of Industrial Organization, 15, p 427 – 439. Friedman,W. & Casner-Lotto,J. (2002).The power of teamwork. Worklife Report, 14(1), 8-9. Ghani,R.A., Nordin,F., & Mamat,L. (2004). Organizational commitment among the academic staff in the Distance Education Program. The International Journal of Education Development, 1, 29–43. Glassop,L. (2002). The organizational benefits of teams. Human Relations, 55(2), 225-249. Goris,J.R. (2007), “Effects of satisfaction with communication on the relationship between individual-job congruence and job performance/satisfaction”, The Journal of Management Development, Vol.26 No.8, pp.737-52. Goris,J.R., Vaught,B.C., & Pettit,J.D. (2000). Effects of Communication Direction on Job Performance and Satisfaction: A moderated regression analysis. Journal of Business Communication, 37(4), 348–368. Green,F., Felsted,A., Mayhew,K., & Pack,A. 2000. The impact of training on labour mobility: Individual and firm-level evidence from Britain. British Journal of Industrial Relations, 38(2): 261-275. Griffeth,R.W., Hom,P.W., Gaertner,S. (2000). ‘A meta-analysis of antecedents and correlates of employee turnover; update, moderator tests and research implications for the next millennium. Journal of Management May-June, Vol 26, No.3, pp. 463-72. Guimaraes,T. (1996). TQM’s impact on employee attitude. The TQM Magazine, Vol.8 No.5, pp.20–25. Guimaraes,T. (1997).Assessing employee turnover intentions before and after TQM. International Journal of Quality & Reliability Management, 14(1), 46–63. Guzzo,R. and Dickson,M. (1996),“Teams in organizations: recent research on performance and effectiveness”, Annual Review of Psychology, Vol. 47 No. 1, pp. 307-38. Hackett,R.D., Lapierre and L.M., Hausdorf,P.A. (2001), “Understanding the links between work commitment constructs”, Journal of Vocational Behaviours, vol. 58, pp. 392-413. Hamilton,B.H., Nickerson,J.A., & Owan,H. (2003). Team incentives and worker heterogeneity: An empirical analysis of the impact of teams on productivity and participation. The Journal of Political Economy, 111(3), 465-497. Harel,G.H. and Tzafrir,S.S. (1999), “The effect of human resource management practices on the perceptions of organizational and market performance of the firm”, Human Resource Management, Vol.38 No.3, pp.185-99. Harrison,R., and Stokes,H. 1992. Diagnosing Organisational Culture. New York: Pfeiffer and Company. Hartline,M.D. and Ferrell,O.C. (1996),“The management of customer-contact service employees: an empirical investigation”,Journal of Marketing, Vol.60 No.4, pp.52-70. Hartman,L. and Bambacas,M. (2000), “Organizational commitment: a multi-method scale analysis and test of effects”, The International Journal of Organizational Analysis, Vol. 8 No. 1, pp. 89-108. Hausknecht J., Trevor,C. And Farr J. (2002). ‘Retaking ability tests in a selection setting: Implications for practice effects, training performance, and turnover’, Journal of Applied Psychology, vol.87, pp.243-54. Hellriegel,D., Jackson,S.E., Slocum,J., Staude,G., Amos,T., Klopper,H.B., Louw,L., and Oosthuizen,T. 2004. Management (2nd South African ed). Cape Town: Oxford University Press Southern Africa. Herzberg,F. (1996).Work and the nature of man. Cleveland, OH: World Publishing. Heyes,J., & Stuart,M. 1996. Does training matter? Employee experiences and attitudes. Human Resource Management Journal, 6(3): 7-21. Hooi,L.W. (2007), “Human capital development policies: enhancing employees’ satisfaction”, Journal of European Industrial Training, Vol.31 No.4, pp.297-322. Jaramillo,F., Mulki,J. and Marshall,G. (2005), “A meta-analysis of the relationship between organization commitment and salesperson job performance: 25 years of research”, Journal of Business Research, Vol.58 No.6, pp. 128-705. Jarventaus,J. (2007). Training in a risky industry. T+D Magazine, March, available at: www.astd.org/astd/Publications/TD_Magazine/2007 _pdf/ March/0703_ ExecSum.htm. Jaworski,B.J. (1988),“Toward a theory of marketing control: environmental context, control types and consequences”, Journal of Marketing, Vol. 52 No. 3, pp. 23-39. Juran,J.M., & Gryna,F.M. (1993). Quality planning and analysis: From product development through use. New York, NY: McGraw-Hill. Jyothi,P. and Venkatesh,D.N. 2006. “Human Resource Management”, New Delhi: Oxford University Press. Kaiser,H.F. and Rice,J. (1974). Little jiffy, Mark IV, Educational and Psychology Measurement, 34, 111-117. Kalleberg,A.L. and Moody,J.W. 1994. “Human Resource Management and Organisational Performance”, American Behavioural Scientist, 37, pp.948–62. Kanter,R.M. (1968). Commitment and social organization: A study of commitment mechanism in Utopian communities. American Sociological Review. 33(4), pp 499-517. Karia,N. (1999). The impact of TQM practices on employees’ work related attitude. MBA Unpublished Research Report, Universiti Sains Malaysia. Karia,N and Ahmad,Z.A (2000). Quality practices that pay: Empowerment and teamwork. Malaysian Management Review, 35(2), pp 66-76. Karia,N., and Asaari,M.H. (2006). The effects of total quality management practices on employees’ work-related attitudes. The TQM Magazine. 18(1), pp 30–43. Kassicieh,S.K., & Yourstone,S.A. (1998). Training, performance evaluation, rewards, and TQM implementation success. Journal of Quality Management, 3(1), 25–38. Katzenbach,J. and Smith,D. (1993), The Wisdom of Teams: Creating the High-Performance Organization, Harvard Business School Press, Boston, MA. Keller,K. (1998),“Strategic Brand Management”, Upper Saddle River : Prentice Hall. Keyton,J. (2005), Communication and Organizational Culture, Sage, Thousand Oaks, CA. Kotter,J.R and Heskett,J.L. (1992). Corporate culture and performance. New York: Free Press. Kramer,M.W. (1999), “Motivation to reduce uncertainty: a reconceptualization of uncertainty reduction theory”, Management Communication Quarterly, Vol.13 No.2, pp.305-16. Krejcie,R.V. and Morgan,D.W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30, 607-610 Lang DL (1992). Organizational culture and commitment. Hum. Resour. Dev. Q., 3(2):191-196. Lankau,M.J. (1996),“An examination of mentoring, peer developmental relationships, and team participation as sources of learning in an organization”, unpublished doctoral dissertation,University of Miami,Coral Gables,FL. Lau,H.C and Idris,M.A. (2001).Research and concepts: The soft foundation of the critical success factors on TQM implementation in Malaysia. The TQM Magazine, 13(1), pp 51-60. Lawson,R.B., & Shen,Z. (1998). Organizational psychology: Foundation and applications. New York, NY: Oxford University Press. Lee,C.H. and Bruvold,N.T. 2003.“Creating Value for Employees: Investment in Employee Development”, International Journal of Human Resource Management, 14, pp.981–1000. Lee,Y.K., Park,D.H. and Park,Y.K. (1997), “Perceived service orientation of customer-contact service employees in hotel firms: the structural relationship between organizational values and employees’ attitudes”, Daehan Journal of Business, Vol.16, pp.693-721. Lee,Y.K., Park,D.H. and Yoo,D. (1999), “The structural relationships between service orientation, mediators, and business performance in Korea hotel firms”, Asia Pacific Journal of Tourism Research, Vol.4 No.1, pp.59-70. Lok,P. and Crawford,J., (2003). The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison. Journal of Management Development, Vol.23(4), pp.321-338. Lok,P., and Crawford,J. 2001.“Antecedents of organisational commitment and the mediating role of job satisfaction”. Journal of Managerial Psychology, 16(8):594–613 Lund,D.B. (2003). Organizational culture and job satisfaction. Journal of Business and Industrial Marketing, 18(3),219–231. Lynch,L.M. 1991.The role of off-the-job vs. on-the-job training for the mobility of women workers. American Economic Review, 81(2): 151-156. MacKenzie,S.B., Podsakoff,P.M. and Ahearne,M. (1998),“Some possible antecedents and consequences of in-role and extra-role salesperson performance”, Journal of Marketing, Vol. 62 No. 3, pp. 87-98. Mael,F.A. and Ashforth,B.E. (1992),“Alumni and their alma mater: a partial test of the reformulated model of organization identification”, Journal of Organizational Behaviour, Vol.13 No.2, pp.103-23. Maloney,W.F and Federle,M.O. (1990). Organisational culture in engineering and construction organisations. Source Document 52. Austin, TX: Construction Industry Institute. Mark van Vuuren, Menno D.T. de Jong and Erwin R. Seydel (2007),“Direct and indirect effects of supervisor communication on organizational commitment”, Corporate Communications: An International Journal Vol.12 No.2, 2007, pp.116-128. Mathieu,J., Maynard,M.T., Rapp,T. and Gilson,L. (2008), “Team effectiveness 1777-2007: a review of recent advancements and a glimpse into the future”, Journal of Management, Vol.34, pp.410-76. Mathieu,J.E. and Zajac,D.M. (1990), “A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment”,Psychological Bulletin, Vol.8 No.2, pp.171-94. Mathis,R.L. and Jackson,J.H. 2004. “Human Resource Management, Singapore”, Thomson Asia Pte. Ltd. McDonald, P. and Gandz, J. (1991), “Identification of values relevant to business research”,Human Resource Management, Vol.30 No.2, pp.217-36. Merriam-Webster Dictionary online.“Teamwork” Retrieved June 19, 2012. Meyer,J. and Allen,N. (1997),Commitment in the Workplace: Theory, Research and Application, Sage, Newbury Park, CA. Meyer,J.P and Allen,N.J. (1991). A three component conceptualisation of organisational commitment. Human Resource Management Review. 1(1), pp 61-98. Meyer,J.P, Stanley,D.J, Herscovitch,L and Topolaytsky,L. (2002). Affective, continuance and normative commitment to the organisation: A meta-analysis of antecedents,correlates and consequences. Journal of Vocational Behaviour, 61,pp 20-52. Mintzberg,H. (1973),The Nature of Managerial Work, Harper & Row, New York, NY. Mitchell,T.R., Holtom,B.C., Lee,T.W., Sablynski,C.J.,& Erez, M. (2001). Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover. Academy of Management Journal, 44(6), 1102-1123. Morrow,P.C. (1997). The measurement of TQM principles and work-related outcomes. Journal of Organisational Behaviours, 18, pp 363-396. Mowday,R.T., Porter,L.M. and Steer,R.M. (1982), Employee-Organization Linkages: The psychology of commitment, absenteeism and turnover, Academic Press, New York. Mowday,R.T., Steers,R.M., and Porter,L.W. 1979.“Measurement of organisational commitment”. Journal of Vocational Behaviour, 14(3): 224–247 Myers,T and Myers,E. (1982). Managing by communication: An organisational approach. McGraw Hill Book Company, New York. Neher,W.W. (1997).Organizational Communication–Challenges of Change,Diversity, and Continuity. Boston: Allyn and Bacon. O’Driscoll,M.P., & Randall,D.M. (1999). Perceived organizational support, satisfaction with rewards and employee job involvement and organizational commitment. Applied Psychology: An International Review, 48, 197–209. O’Reilly,C. (1989).Corporations, culture and commitment: motivation and social control in organizations. California Management Review, summer, pp.9-25. Ooi,K.B and Arumugam,V. (2006). The influence of corporate culture on organisational commitment: Case study of semiconductor organisations in Malaysia. Sunway Academic Journal, 3, pp 99-115. Osburn,J.D., Moran,L., Musselwhite,E.,& Zenger,J.H. (1990). Self-Directed Work Teams. Homewood, IL: Irwin. Osland,A.(1997).Impact of total quality attitude management and training and work content on attitude supervisor. International Journal of Organisation Analysis,5(3),pp 1-9. Ouchi,W. (1981). Theory Z: How American business can meet the Japanese challenge. Reading, MA: Addison-Wesley. Owens, P. L. 2006. One more reason not to cut your training budget:The relationship between training and organizational outcomes. Public Personnel Management, 35(2): 163-171. Parris,M.A. (2003). Work teams: Perceptions of a ready-made support system? Employee Responsibilities and Rights Journal, 15(2), 71-83. Pettit,J.D., Goris,J.R.,& Vaught,B.C. (1997).An examination of organizational communication as a moderator of the relationship between job performance and job satisfaction. The Journal of Business Communication, Vol.34 No.1, pp. 81–98. Pinto,M.B. and Pinto,J.K. (1990),“Project team communication and cross-functional cooperation in new program development”, Journal of Product Innovation Management, Vol.7, pp.200-12. Poh,J.P. (2001).Total quality management (TQM) in Malaysia—A comparative study on employees’ perception of management practices in TQM and non-TQM companies. MBA unpublished thesis, Universiti Tun Abdul Razak, Malaysia. Pool,S.W.(2000).Organizational culture and its relationship between jobs tension in measuring outcomes among business executives. Journal of Management Development, 9(1), 32–49. Porter,L.W., Steers,R.M., Mowday,R.T. and Boulian,P.V. (1974),“Organisational commitment, job satisfaction and turnover among psychiatric technicians”, Journal of Applied Psychology, vol.59 no.5, pp.603-9. Postmes,T. (2003), “A social identity approach to communication in organizations”, in Haslam, S.A., Van Knippenberg, D., Platow, M.J. and Ellemers, N. (Eds), Social Identity at Work–Developing Theory for Organizational Practice, Psychology Press, New York, NY, pp. 81-98. Postmes,T., Tanis,M. and De Wit, B. (2001),“Communication and commitment in organizations: a social identity approach”, Group Processes and Intergroup Relations, Vol.4 No.3, pp.227-46. Price,J.L. (1997),“Handbook of organizational measurement”, International Journal of Manpower, Vol. 18 Nos 4/5/6, pp. 303-558. Putti,J.M., Aryee,S. and Phua,J. (1990), “Communication relationship satisfaction and organizational commitment”, Group & Organization Studies, Vol.15 No.1, pp.44-51. Rashid,M.Z.A., Sambasivan,M. and Johari,J. (2003), “The influence of corporate culture and organizational commitment on performance”, Journal of Management Development, vol.22 no.8, pp.708-28. Rhoades,L., Eisenberger,R., and Armeli,S. (2001). ‘Affective commitment to the organisation: the contribution of perceived organisational support.’ Journal of Applied Psychology, vol.87 no.5, pp 825-36. Ricardo,R and Jolly,J. (1997). Training of teams in the workplace. S.A.M Advanced Management Journal, 62(2),p 4. Riketta,M. (2005), “Organizational identification: a meta-analysis”, Journal of Vocational Behavior, Vol. 66, pp. 358-84. Robbins,S. (2001).Organisational behaviour: Concepts, controversies, applications. Englewood Cliffs, NJ: Prentice-Hall. Robbins,S.P. (2005), Organizational Behaviour, 11th ed., Pearson Prentice Hall, New Jersey. Robson,P.J.A. and Tourish,D. (2005),“Managing internal communication: an organizational case study”, Corporate Communications: An International Journal, Vol.10 No.3, pp. 213-22. Rodwell,J.J., Kienzle,R. and Shadur,M.A. (1998), “The relationship among work-related perceptions, employee attitudes, and employee performance: the integral role of communication”, Human Resource Management, Vol.37 Nos 3/4, pp. 277-93. Ruben, Brent D., & Stewart, Lea P. (1998). Communication and Human Behavior, 4th Ed. Boston: Allyn & Bacon. Saeed,M and Hassan,M. (2000).Organisational culture and work outcomes: Evidence from some Malaysian organisations. Malaysian Management Review. 35(2), pp 54-59. Sager,J.K. (1990), “Reducing sales manager job stress”,The Journal of Consumer Marketing, Vol.7 No.4, pp.5-14. Sekaran U., R.Bougie (2009). Research Methods for Business. 5th Edition, Wiley. Sekaran U., (2003). Research Method for Business. 4th Edition, New York. Sekaran,U. 1992. Research methods for business: A skill building approach (2nd ed). New York: John Wiley & Sons Schein, E.H. (1992).Organizational culture and leadership. San Francisco: Jossey-Bass. Scholl, R.W. 1981. Differentiating organizational commitment from expectancy as a motivating force. Academy of Management Review, 6(4): 589-599. Silos,I.M. (1999).Employee Involvement—A component of total quality management. Production and Inventory Management Journal, Falls Church, First Quarter. Smidts,A., Pruyn,A.T.H. and Van Riel,C.B.M. (2001), “The impact of employee communication and perceived external prestige on organizational identification”, Academy of Management Journal, Vol.49 No.5, pp.1051-62. Smircich,L. (1983),“Concepts of culture and organizational effectiveness”, Administrative Science Quarterly, Vol. 28 No. 3, pp. 339-58. Statsoft,Inc.(2012).StatSoft Electronic Textbook [On-line]. Available: http://www.statsoft.com/textbook/ Stewart,G.L., Manz,C.C. & Sims,H.P. (2000). Team work and group dynamics. New York: John Wiley. Storey J, Sisson K (1993). Managing human resources and industrial relations. Buckingham: Open University Press. Stuart,H. (1999). Towards a definite model of the corporate identity management process. Corporate Communication, 4(4), 200–207. Sungmin P., Alan B. Henkin& Robert E. (2005). Teacher team commitment, teamwork and trust: exploring associations, Journal of Educational Administration, Vol.43 No.5, 2005 pp.462-479. Taylor,J.R. and Van Every,E.J. (2000), The Emergent Organization, Lawrence Erlbaum Associates, London. Tett,R.P. and Meyer,J.P. (1993), “Job satisfaction, organizational commitment, turnover intention, and turnover: path analysis based on meta-analytic findings”, Personnel Psychology, Vol.46 No.2, pp.259-93. Trice,H. and Beyer,J.M. (1993), The Cultures of Work Organization, Prentice-Hall, Englewood Cliffs, NJ. Trombetta,J.J. and Rogers,D.P. (1988), “Communication climate, job satisfaction and organizational commitment: the effects of information adequacy, communication openness and decision participation”, Management Communication Quarterly, Vol.1 No.4, pp.494-514. Tschannen-Moran,M. and Hoy,W. (2000),“A multidisciplinary analysis of the nature, meaning, and measurement of trust”, Review of Educational Research, Vol.70 No.4, pp.547-93. Van Dick,R., Christ,O., Stellmacher,J., Wagner,U., Ahlswede, O., Grubba,C., Hauptmeier,M., Ho¨hfeld,C., Moltzen,K. and Tissington,P.A. (2004), “Should I stay or should I go? Explaining turnover intentions with organizational identification and job satisfaction”, British Journal of Management, Vol.15 No.4, pp.351-60. Varona,F., (1996). Relationship between communication satisfaction and organizational commitment in three Guatemalan organizations.Journal of Business Communication, Vol.33(2), pp.111–140. Watson,G.W. and Papamarcos,S.D. (2002), “Social capital and organizational commitment”, Journal of Business and Psychology, Vol.16 No.4, pp.537-52. Watson,W.E., Johnson,L. and Merritt,D. (1998), “Team orientation, self-orientation, and diversity in task groups”, Group and Organization Management, Vol.23, pp. 161-88. Wellins,R.S., Byham,W.C., & Wilson,J.M. (1991). Empowered teams. San Francisco: Jossey-Bass. Whitmore,J. (2003) Coaching for Performance, 3rd ed., Nicholas Brealy Publishing, London. Yousef,D.A. (2000), “Organizational commitment: a mediator of the relationship leadership behavior with job satisfaction and performance in a non-western country”, Journal of Managerial Psychology, Vol.15 No.1, pp.6-24. Zhang,Z.H. (2000).Implementation of total quality management : An empirical study of Chinese manufacturing firms. PhD unpublished thesis,University of Groningen,The Netherlands. Zigon,J. (1997).Team performance measurement: a process for creating team performance standards. Compensation and Benefits Review, 29(1), pp.38–47. Zikmund E.G, B.J.Babin, J.C.Carr and M.Griffin (2010). Business Research Methods, 8th Edition. South Western Cengage Learning. Zikmund,W. (2003). Business Research Method, 4 Edition. Mc Grew Hill.

相似书籍