Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Job Characteristics Affecting Organizational Commitment
of Employees in Fujikura Electronics (Thailand) Ltd
Katharida Jantawan*, Chanin Srisuwannapa** and
Nuttawut Rojniruttikul ***
The objectives of this research were:1) to study the level of organizational
commitment of employees in Fujikura Electronics (Thailand) Ltd. and 2) to study
the job characteristics affecting organizational commitment of employees in
Fujikura Electronics (Thailand) Ltd. The sample was 370 employees of Fujikura
Electronics (Thailand) Ltd. The research instrument was a survey questionnaire.
The data were analyzed by using statistical program. Statistics for data analysis
were percentage, arithmetic mean, and standard deviation. Hypotheses were
tested by using Multiple Linear Regressions Analysis. The results were found as
follows: 1) In overall, the level of organizational commitment of employees in
Fujikura Electronics (Thailand) Ltd. was at high level. 2) Task identity, task
significance, autonomy, and feedback could affect the organizational commitment
of employees in Fujikura Electronics (Thailand) Ltd. All independent variables
could explain the variation in organizational commitment at 36.8 percent.
Field of research: Organizational Research
1. Introduction
Electronics industry is considered as the essential industry for national
economy system. It’s able to earn the high amount of income for the country by
exportation. The electronics industry has been extended rapidly and continuously;
furthermore, it also plays a significant role in employment of the industrial sector.
Thailand is regarded as the country that has the efficiency in production factors,
which are human resources and knowledge resources. Products and manufacturing
have been developed to be more various. After analyzing about Thailand’s
geography, it is founded that Thailand has an advantage over other countries in
Indochina regional business and has potentiality to be the center of the region; thus,
it causes the positively efficient factor for transportation. The growth rate of
Thailand’s electronic industries has been expanded sharply and dramatically
providing benefits to the country’s economy system in both direct and indirect ways
increased scale of employment and investment. However, the big deal that every
organization is going to confront with are labor shortage and higher tendency of
employee resignation as a result of the employees have more alternatives to choose
other organization that provide better several welfares and benefits. Each
organization tries to find the way to make their employees have the organizational
commitment bringing about potential working and reaching the organization’s goals.
Gallup (2011-2012) surveyed 5 countries in ASEAN - Thailand, Philippines,
Malaysia, Indonesia, and Singapore. It is found that the Philippines has the highest
amount of employees who have the organizational commitment at 29% following
with Thailand, constitute for 14% for a number of those people. In Thailand, there is
2% of employees who do not have the organizational commitment and show their
________________________________________________________________
*Ms. Katharida Jantawan, Administration and Management College, King Mongkut’s Institute of
Technology Ladkrabang, Thailand, E-mail : Katharida.j@hotmail.com
** Dr. Chanin Srisuwannapa, Faculty of Science, King Mongkut’s Institute of Technology Ladkrabang,
Thailand, E-mail: Chanin_sri@yahoo.com
*** Assistant Professor Dr. Nuttawut Rojniruttikul, Administration and Management College, King
Mongkut’s Institute of Technology Ladkrabang, Thailand, E-mail: krnuttaw@kmitl.ac.th
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
behaviors directly (Actively disengaged). It is the minimum rate in ASEAN group.
Nevertheless, Gallup pointed the significant issue that from the statistics of all
country; Thailand, Malaysia, and Singapore are classified in the group that has the
highest number of employee who do not have the organizational commitment (84%,
81%, and 76% respectively).
From above survey findings, if the organization wants to keep the effective
employees, they should build a confidence of the employee and make them realize
that their works are valuable, stable, and advanced. If the employees have the
organizational commitment, they would extremely concentrate on work and devote
themselves to it with all of their capability.
Fujikura Electronics (Thailand) Ltd., Ayutthaya branch is an amalgamation of 7
integrated companies on April 2010, management under Fujikura Ltd.(Japan),head
office to cover a wide range of inter-connected processes to produce electronics or
electrical products. The integration made further optimize the effective utilization of
its managerial resources comprising of human resource, equipment and
manufacturing technologies in Thailand to strengthen the higher efficiency of its
management foundation and improve its craftsmanship in monozukari
(manufacturing), thereby reinforcing a prompt and powerful management system to
carved a name and reputation in industry and live up to the quality expectations and
satisfaction of customer.
Fujikura Electronics (Thailand) Ltd., Ayutthaya factory, specialize in the design
and manufacturing of the electronic parts as Flexible Printed Circuits or FPC,Multilayer and Surface Mount Technology or SMT for export which it used in simple
consumer products to complex telecommunication and computer equipment. The
company located in Rojana Industrial Park where numerous companies were
affected from flood crisis in 2011, and Fujikura Electronics (Thailand) Ltd. was
unavoidably directly affected. From this crisis, the company had stopped the
production line for few months, some employees moved to work with others branch
(factory) and some lived at home. In order to survive and to continue business in this
field; Fujikura Electronics (Thailand) Ltd. had launch the austerity policy by limited
unnecessary expense such as downsizing or reorganizing, controlling man-hours,
controlling overtime etc. This policy had an effect to the employee’s moral spirit.
They feel uncomfortable and unsatisfied .They perceived job is not challenging and
decide to leave a company at last.
According to this reason, the researcher realizes importance of problems and
interested in finding methods to support the organizational commitment of
employees in Fujikura Electronics (Thailand) Ltd. The job characteristic factor
(Hackman and Oldham, 1975) is one major factor that has an impact on the
organizational commitment.
Consequently, to study about the job characteristics affecting to the
organizational commitment of employees in Fujikura Electronics (Thailand) Ltd. is
essential to presenting the research result to the executive as the employee
management guideline by building motivation, organizational commitment, and
understanding each other among employee and company, among manager or
supervisor or leader and operators. The result will be a model to solve the higher
resignation rate problem of the employee, including to build the organizational
commitment between employees and the organization to work proficiently
conforming to the organization’s goals, and reach to success and aim to be a
company that is built to “harness harmony among employees who work full of life
and energy”.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
2. Literature Review
The organizational commitment of the employees is the employees feel as they
belong to the organization, intend to work with full of their capability and devote
themselves for the organization’s goals. The employees, who considerably has the
organizational commitment, tend to work with the organization longer and work
intently. Moreover, the organizational commitment can also indicate work efficiency.
Mayer and Allen (1991) divided the organizational commitment into three-component
model namely, affective commitment, continuance commitment, and normative
commitment.First,affective commitment, it is the individual’s inner feeling, defined as
the employee’s positive emotional attachment towards the organization. They
strongly identifies with the goal of the organization and high desires to remain a part
of the organization. They are pleased to sacrifice and devote themselves to the
organization with full of their capability and proud to work with them. Second,
continuance commitment, it is an individual expect which employee would like to
receive from the company. The commitment will occurred under the condition of
“Side bets” or investment (cf.Becker’s theory.1960). They feel they work for the
organization for some financial reasons such as pension and provident fund. Last,
Normative commitment, it is a form to requite the organization. They express it
through the allegiance or doing great things in return to the organization such as
acquiring the scholarship, having good colleagues, or getting help from the
organization. It related to Kahn’s theory (1990) who defined the definition of
organizational commitment that the employee expresses it through their emotion,
affective, and physical. Whereas, Saks (2006) believed that the organizational
commitment of the employee is composed of various attitudes and dimensions,
showing a relationship of the factors which have an impact on the overall conceptual
of the organizational commitment model.
The factors which encourage the employee to have an organizational
commitment, mostly important to the organization and couldn’t run the business
without it. Furthermore, it was the factors to indicate the organization’s success in
straightening the organizational commitment among employees and the
organization, among employees and leaders, and among employees and co-workers
were the factors of Job characteristics. A good job characteristics are compared as
mind motivation for the individual to work. Also, good achievement is like rewards for
themselves. Whereas, unsuccessful achievement would cause the individual avoid
their unsatisfied works to reward themselves by good works. The individual’s works
depends on a work plan because planning has an influence on working behavior of
the organization’s employees and directly important to the operation. In case of the
employees are motivated in work, they will express through a well operation and put
them forward to have the organizational commitment. It relates to Hackman and
Oldham (1975)’s theory that identified five core job characteristic models that drive
the positive psychological states namely, skill variety, task identity, task significance,
autonomy, and feedback. First, skill variety is a different job characteristic as a result
of many departments in the organization that require the individual to apply their own
knowledge, capability and proficiency in operation. It is necessary for the director to
variegate sorts of work in order to let the employee practices and apply their own
capabilities in the operation, increase skills, including raise challenge and decrease
boredom in work. Second, Task identity is the degree of job which requires
completion of their works and able to identify piece of works that is doing a job from
beginning to end process with a visible outcome. The employees operate from the
beginning to the final step in order to observe and evaluate their works immediately.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
This process would make the employees be proud, and realize the value and the
important in their works which it’s motivate and make them feel valuable. Third, task
significance is the degree of job which has a substantial impact on the lives or work
of other people, whether in the immediate organization in the external. Forth,
autonomy is the degree of job which provides employees to have a substantial
freedom, independence and discretion to the individual to make a decision in
scheduling their responsibilities .Top management have to give them free in working,
let them choose and make a decision about the operation steps. The controlling
could makes the employee feels dependent and get bored of works. Last, feedback
is a degree of job which carries out the work activities required by the job results in
the individual’s obtaining direct information and clear information about efficiency
and effectiveness of performance. The director would let the employee perceive and
comprehend their works that how much effective and capable it is. When the
employee perceives feedback, the evaluation result would encourage them to have
work motivation and become high productivity at last.
3. The Methodology and Model
Objectives
To study the level of organizational commitment of employees in Fujikura
Electronics (Thailand) Ltd.
2. To study the job characteristics affecting organizational commitment of employees
in Fujikura Electronics (Thailand) Ltd.
1.
Research Methodology
The hypothesis of this study was skill variety, task identity, task significance,
autonomy and feedback, affect the organizational commitment of employees in
Fujikura Electronics (Thailand) Ltd.
Conceptual Framework
This study aims to identify the level of “Job characteristics affecting the
organizational commitment of employees in Fujikura Electronics (Thailand) Ltd”.by
applied Job Characteristics Model of Hackman and Oldham (1975)’s theory who had
established the five core job characteristics namely; skill variety, task identity , task
significance, autonomy, and feedback. For organizational commitment model applied
from Mayer and Allen (1990)’s Theory. The organizational commitment model
defined three components model as a three “mine-sets” including affective
commitment, continuance commitment, and cormative commitment to determine the
conceptual framework as figure 1as below;
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Figure 1
Independent variable
Dependent variable
Job characteristics
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback
Organizational
Commitments
Conceptual Framework
Populations and samples
The populations in this research were 4,987 employees of Ayutthaya Factory
(Human Resources on September 2014) in Fujikura Electronics (Thailand) Ltd., The
sample size is 370 employees (Taro Yamane.1970). Simple random sampling was
conducted to collect the data.
Variables
1. Independent variable was job characteristics containing 5 dimension as skill
variety, task identity, task significance, autonomy, and feedback.
2. Dependent variable was Organizational commitment.
Research instrument
Instrument was the questionnaire for the employees of Fujikura Electronics
(Thailand) Ltd. to answer the question. The questionnaires were designed to have
both closed-end questions which providing answers to the respondents and openedend questions to allow them to comment and suggestion. There are four parts of the
surveys listed as following details:
Part 1: The questionnaire comprised closed-end, asking about personal factors of
the employees of Fujikura Electronics (Thailand) Ltd. It is a checklist questionnaire
including, gender, age, marital status, education, position, job experience, and
monthly income.
Part 2: The questionnaire comprised closed-end, asking about job characteristics
which it designed into 5 section, totally 27 questions and composing of Likert’s Five
Rating Scale (Rensis Likert) which is ranging from 1-5 score.
Part 3: The questionnaire comprised closed-end, asking about the organizational
commitment of the employees in Fujikura Electronics (Thailand) Ltd. which it
designed into 3 sections, each section contains with 5 questions, totally 15
questions. It consists of Likert’s Five Rating Scale theory (Rensis Likert) which is
ranging from 1-5 score.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Part 4: The questionnaire comprised opened-end questions, asking the respondent
to give an opinion, comment and others suggestion in order to apply the information
to improve and develop for this study.
4. The Findings
Data analysis was performed with statistical tests. The results showed that:
The personal factors of respondents are set out in Table 1. The sample consisted of
female (286), age average during 20 years – 30 years and consisted of Single
(n=211) and Marriage (n=143). Approximately 59.2% of respondents indicated that
employee’s education were Bachelor’s degree, follow by High school/ Certificate and
Diploma at 21.1% and 13.2%,respectively .Job experience is under or equal 3 years with
monthly income less than 20,000 baht.
Table 1: Personal Factors
Numbers
Individual Factors
1. Gender
Male
Female
Total
2. Age
Over 20 years - 30 years
Over 30 years – 40 years
Over 40 years
Total
3. Marital Status
Single
Marriage
Widow / Divorced /Separated
Total
4. Education
Secondary school or lower
High school/ Certificate
Diploma
Bachelor’s degree
Above Bachelor’s degree
Total
5. Position
Operation
Officer
Leader
Supervisor
Engineering
Manager Level ups
Total
6. Job Experience
Under or equal 3 years
Percentage
84
286
370
22.7
77.3
100
175
156
39
370
47.3
42.2
10.5
100
211
143
16
370
57
38.6
4.4
100
9
78
49
219
15
370
2.4
21.1
13.2
59.2
4.1
100
104
117
29
44
66
10
370
28.1
31.6
7.8
11.9
17.8
2.7
100
122
33
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Over 3 years – 5 years
Over 5 years – 10 years
Over10 years
Total
7. Monthly Income
Under or equal 10,000 baht
Over 10,000 baht – 20,000 baht
Over 20,000 baht – 30,000 baht
Over 30,000 baht
Total
45
99
104
370
12.2
26.8
28.1
100
7
216
116
31
370
1.9
58.4
31.4
8.4
100
Table 2: Mean ( X ), Standard deviation (S.D.), Level and Rank of job characteristics
Job Characteristics
X
S.D.
Level
Ranking
Skill Variety
3.785
0.593
High
3
Task identity
3.895
0.598
High
2
Task Significance
3.987
0.673
High
1
Autonomy
3.682
0.696
High
4
Feedback
3.321
0.733
Moderate
5
Overall
3.734
0.504
High
The result in Table 2 above reveals that the overall job characteristics are high level.
To consider each dimension, indicates that task significance is the highest level,
followed by task identity, skill variety and autonomy respectively. For Feedback
found at moderate level.
Table 3: Mean ( X ), Standard deviation (S.D.), Level and Rank of the organizational
commitment of employees
Organizational Commitment
X
S.D.
Level
Ranking
Affective commitment
3.803
0.716
high
1
Continuance commitment
3.332
0.777
moderate
3
Normative commitment
3.607
0.752
high
2
Overall
3.581
0.689
high
The result in Table 3, shows that the overall of organizational commitment is high
level. To consider each component of commitment indicates that affective
commitment is the highest followed by normative commitment and continuance
commitment, respectively.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
Table 4: Multiple linear regression analysis of job characteristics factors affecting
with organizational commitment
Factors
bj
t
p-value
Constant
0.600
2.689
0.008**
Skill Variety
0.074
1.164
0.245
Task Identity
0.195
2.964
0.003**
Task significance
0.171
3.097
0.002**
Autonomy
0.116
2.124
0.034*
Feedback
0.251
5.068
0.000**
2
R = 0.606 ; R = 0.368 ; SEE = 0.552 ; F = 42.338 ; p-value = 0.000**
Remark * Significant statistic level .05 ** Significant statistic level.01
The result in Table 4, it indicated that all job characteristics dimensions can explain
the variation of the organizational commitment at 36.80 percent. The independently,
feedback, task significance, task identity had a significant at 0.01 and autonomy had
a significant at 0.05.This four dimensions were proven a positive correlation between
job characteristics and organizational commitment while skill variety was
demonstrated to be not significantly related with Organizational commitment.
5. Conclusion
Job characteristics have a high influence on the overall organizational
commitment of employees of Fujikura Electronics (Thailand) Ltd. The researcher
classifies the job characteristics as the theory of Hackman and Oldham (1975)
consisting of 5 dimensions: skill variety, task identity, task significance, autonomy,
and feedback. The research results can be concluded as following:
Feedback – From the study, it is founded that feedback affects the
organizational commitment of employees of Fujikura Electronics (Thailand) Ltd. at
0.01 statistical significance. The researcher considers that the employee knowing
feedback from managers and colleagues in both positive and negative sides be
compared as a motivation for the employee’s operation and related with the study of
Newstorm & Davis (1997) who point of view that the important point of feedback
should be balancing in both positive and negative.Moreover, they should be done at
that time in order to get more effective. They clearly specify their goals relating to the
study of Hackman and Oldham (1975). Feedback plays the most significant role to
improve and increase the operation efficiency. Moreover, Werther&Davis (1993:152)
added that to give feedback was like giving the employee an advice about working. It
makes them have the motivation to do their assigned work better.
Task significance – From the study, it is founded that task significance has an
impact on the organizational commitment of employees of Fujikura Electronics
(Thailand) Ltd. at 0.01 statistical significance. The researcher considers that task
significance affects the employee to realize that their assigned works are meaningful
and necessary for the organization’s existence. Obligation and goal make the
employee conceive that their assigned works are essential and consider that it would
be an influence on people at large in both direct and indirect ways. The employee
has to be much cautious and careful in work. Hackman and Oldham (1975.)
specified that the amount of work affect living and the operation of the individual who
work in the same organization including other people. Encouraging the employee to
realize value and importance of work makes them see their value as well. Hodgetts
(1999) supported that whenever employees have a good motivation at work. It is
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
dedicated to build morale happily in job and high satisfaction. Because of their
perceived work assignment is one of the most important in the organization’s
achievement.
Task identity – From the study, it is found that task identity has an influence
on the organizational commitment of employees at 0.01 statistical significance
because the employee has participated in the assigned work from the beginning to
the end processes. The employee works by holding to the organization’s benefits
and their colleagues. The work giving them success is clearly assigned conforming
to the theory of Hackman and Oldham (1975). The theory said that to assign work to
the employee in every process, it is able to observe and estimate the achievement
promptly furthermore, the employee will be proud in their successful works bringing
about the organizational commitment eventually. Newstorm, J.W. & Davis,K. (1997)
definite that task identity is the job which it combine all the working process, from
beginning to end process. The employee will working till complete the job, they can
specify that outputs is belong to them. They will be proud of themselves, satisfaction
in job and yield to be high productivity.
Autonomy – From the hypothesis result, it is found that job characteristic of
autonomy has an impact on the organizational commitment of employees at 0.05
statistical significance due to the fact that the employee of Fujikura Electronics
(Thailand) Ltd. has independence to plan their works and choose the solution ways
by themselves. They completely have a chance to give their opinions or suggestions
about the operation; besides, they have the influence to make a decision about
works and assign work to their lower position employees according to the individual’s
role and responsibility (Hackman and Oldham, 1975). This makes the employee
satisfies with the operation and sees value in themselves that they appropriate to be
trusted by the organization to make a decision in working independently
(Thompson,1993).
Skill variety – From this study, it is found that skill variety does not affect the
organizational commitment of employees in statistical significance. Nevertheless, it
influences in positive ways owing to the fact that Fujikura Electronics (Thailand) Ltd.
is an electronic components manufacturer. The organization’s job characteristic is a
complicated work having many processes. It requires knowledge, skills, proficiency,
and varied competences to operate in daily work situations indeed. Thus, the
employee will not boring but realize that their assigned works are challenging their
talents which revealed by Hackman and Oldham (1975) .
Recommendation
From the study of job characteristic affecting the organizational commitment of
employees of Fujikura Electronics (Thailand) Ltd. The research has the suggestions
as following:
1.Fujikura Electronics (Thailand) Ltd. is an electronic components manufacturer.
The organization’s job characteristic is a complicated work having many processes.
It requires knowledge, skills, proficiency, and varied competences to operate in daily
work situations. Consequently, the organization has to specify the employee’s role
obviously and plan their works for the employee appropriately as a saying “put the
right man into the right job”. In addition, the organization should launch policies to
decrease work processes for operation quickness and reduce the complicated work
processes that may support the employee to work efficiently and do not boring in
work.
Proceedings of Annual Tokyo Business Research Conference
15 - 16 December 2014, Waseda University, Tokyo, japan, ISBN: 978-1-922069-67-2
2.The organization is necessary to place importance to encourage and support
the employee to do activities for developing the relationship between them and their
colleagues to motivate the employee’s working and their unity. The relationship
between the colleagues will have an impact on reaching the organization’s purposes
and goals and will support the organizational commitment of the employee.
3.To evaluate the employee’s achievement, it is necessary to be clear and
checkable. If the employee has any suspicious, the organization has to answer and
explain the questions. Therefor, the employee will realize that the organization care
of them equally.
Suggestion for Future Research
1.To study about the organizational commitment of employees of Fujikura
Electronics (Thailand) Ltd., the example group is in only Ayutthaya branch. In
consequence, to cover all information to be in the same direction, it is required to
study the rest 6 factories simultaneously in order to take the research result to adapt
with all factories.
2. It is recommended to study other factors such as organizational environment, organization’s culture, welfare, security, payment etc.
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