Komitmen Terhadap Organisasi di Kalangan Pekerja Perkilangan Elektronik : Analisis di Negeri Kedah
This study was undertaken to examine the relationships between work rewards and organizational commitment among the electronic manufacturing employees in Kedah. The objectives of this study were to investigate; a) the relationships between intrinsic work rewards and organizational commitment, b) th...
Saved in:
| Main Author: | |
|---|---|
| Format: | Thesis |
| Language: | eng eng |
| Published: |
1997
|
| Subjects: | |
| Online Access: | https://etd.uum.edu.my/894/1/Mazni_Mohamed_xx.pdf https://etd.uum.edu.my/894/2/1.Mazni_Mohamed_xx.pdf |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | This study was undertaken to examine the relationships between work rewards and organizational commitment among the electronic manufacturing employees in Kedah. The
objectives of this study were to investigate; a) the relationships between intrinsic work rewards and organizational commitment, b) the relationships between extrinsic work rewards and organizational commitment c) the differences of organizational commitment among the
employees based on their personal characteristics, and d) the influence of work rewards on organizational commitment.
207 respondents from five manufacturing organizational were participated in this study. They represented five job categories, namely managerial, executive, technical, clerical and production staff. A set of questionnaire containing 54 items using five-points Likert-type scale
was applied to measure the employees’ responses toward work rewards and organizational commitment. Four main hypotheses and 15 specific hypotheses were constructed for this study. Statistical tools such as using Pearson correlation, t-Test, Analysis of Variance and Multiple Regression were used to test these hypotheses.
The results reweded that a) there were significant relationships between intrinsic work rewards (task autonomy, task significance and task involvement) and organizational commitment, b) there were significant relationships between extrinsic work rewards (relationships with co-workes and supervisors, satisfaction with salary, promotions and working environments) and organizational comntitment, c) organizational commitment were significantly differed among
the employees based on age, job tenure and job position except gender, and d) work rewards also showed significant
influences on the employees’ organizational commitment and its two dimensions (affective and continuance). Some suggestions have been offered based on these findings
|
|---|