Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
The Antecedent and the Impact of Organizational
Commitment in Public Organizations
JUDUL
Muhammad Lizamul Widad Firhana and Budi Santoso
This study aims to examine Balfour and Wechsler’ organizational
commitment construct for public organizations and to strengthen
the legitimacy of the organizational commitment construct,
especially in the differed nation culture. The organizational
commitment for public organizations consists of identification
commitment, affiliation commitment, and exchange commitment.
The antecedent variables of organizational commitment are
participation, politic penetration, supervisor quality, career
development, public service, learning, and the satisfied salary.
This study has 215 respondents from the regional government
institutions in East Java, Indonesia. With a path analysis method,
this study produces results that opportunity to participation and
clarity in career positively influence all of the organizational
commitments. Meanwhile, other antecedent variables partially
affect each organizational commitment. Furthermore, the impact
of the organizational commitment has different strength.
Commitment of identification and exchange provide the impact
on increasing the willingness to stay. The impact of affiliation
commitment is only for the willingness to perform citizenship
behavior.
Keywords: Antecedent, organizational commitment, public organizations.
Introduction
The development of organization commitment construct in public organization is
strongly required for several reasons. The first, the lack of empirical study has
resulted in the inadequate legitimacy for the construction of organizational
commitment to be applied in public organization (Balfour and Wechsler, 1996).
Second, the differences of organizational commitment antecedent in private or
public organizations have been existing (Balfour and Wechsler, 1996). The
organizational commitment of employees in private organization is influenced by
the characteristic of job, working experience in an organization, and personal
characteristic (Steers, 1977), while the organizational commitment in public
organization is predominated by the influence of working experience in
organization (Balfour and Wechsler, 1996).
Third, the focus of organizational commitment public organization is also
differed from its of private organization (Padma and Nair, 2009). A study reveals
that commitment to goals and organizational values highlight the findings of
organizational commitment in public organizations, however commitment to
remain the member of the organization is still very low (Balfour and Wechsler,
1996). On the other side, in private organization it is indicated that organizational
_____________________________________
Muhammad Lizamul Widad Firhana and Budi Santoso, Fakultas Ekonomika dan Bisnis,
Universitas Gadjah Mada, E-mail: bsantoso@ugm.ac.id
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
commitment construct is not yet adequate to clarify the public organizational
commitment. The three reasons above provide enough guidelines for this study to
construct specifically an organizational commitment in public organizations.
Organizational commitment in public organizations have only been observed
by a few researchers (Angel and Perry, 1981; O’Reilly and Chatman, 1986; as well
as Balfour and Wechsler, 1996) compared to the researcher of organizational
commitment in private organization (Becker, 1960; Steers, 1977; Allen and Meyer,
1990; Jaros et al., 1993; Meyer and Herscovitch, 2001). Therefore, the
developments of construct theory have flourished well. Shortcomings are found in
the development and the examination of such construct in public organization
(Balfour and Wechlsler, 1996; Liou, 1995; and Ahmad et al., 2010). Both
organizational commitment constructs in public organization has been developed
by Balfour and Wechsler in the context of culture different from Indonesian
environment. This study is interested to examine how much all the antecedent
variables are able to affect the organizational commitment and how much
organizational commitment is able to influence the outcome variables in
organization publics.
Literature Review
Public Organization
In general, the differences between public organization and private organization
lies in the orientation of profit, even though both organizations serve to provide
public services, public organization is not profit-oriented. Furthermore, Perry and
Rainey (1988) private organizations are distinct from public private organizations
based on three characteristics, that is; ownership, its direct influence on society,
and openness to the outside world. It is not separated from the factor of ownership
and funding source (through taxes) fulfilled by the public organization. In general,
public organizations is more closely associated with governmental organizations,
while the private organizations is associated with company.
Organizational Commitment
Table 1 explains several definition of organizational commitment. The differed
dimensions of organizational commitment are due to the difference of
development motives and strategy (Meyer and Herscovitch, 2001).
Organizational Commitment in Public Organization
Balfour and Wechsler (1996) formulated that organizational commitment
comprises identification and exchange. Identification commitment is an
organizational commitment, which is associated with the process of employee’s
self identification to the mission and goals of an organization. This commitment
dimension is a pleased feeling upon joining the organization, despite the fact that
this feeling develops from public opinion, stating that it is an honor to join public
organization.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Table 1: Forms of Organizational Commitment
Angel and Perry (1981)
Value commitment
“commitment to support the goals of organization”
Remain-to-stay
“commitment to remain to be the member of organization”
commitment
O’Reilly and Chatman (1986)
Compliance
“instrumental commitment for extrinsic, specific
compensation”
Identification
“a bind that is based on the intention to be the member of
organization”
Internalization
“an involvement that underlies harmonization among
individuals and organizational value”
Meyer and Allen (1991)
Affective
Normative
Continuance
Jaros et al. (1993)
Affective
Continuance
Moral
“Emotional bind of employee to the organization, the level
of self-identification with the organization, and the
participation in the organization”
“an emotional state that obliges someone to remain to
work for an organization”
“special attention to the burden that is associated with a
decision to leave the organization”
“the level of psychological bind to be loyal, to like and to
own sense of belonging to the organization”
“feeling bound to the organization because of the high
cost of resign from the organization”
“the level of psychological bind to the goal, value and
mission of the organization”
Balfour and Wechsler (1996)
Affiliation
“psychological bind that result from a growing social
relation in an organization”
Identification
“psychological bind that is caused by individual’s selfidentification to the mission and goals of the organization”
Exchange
“psychological bind that develops from reciprocal
relationship of an individual and the organization ”
Source: Managed from Meyer and Herscovitch (2001)
Furthermore, Balfour and Wechsler (1996) developed the definition of identification
commitment by putting in the employee’s feeling factor into the organization’s
mission, goals and achievements.
Affiliation commitment is the perception of employees about care and sense of
belonging. Affiliation derives from the feelings of the employees that another
member of the organization takes a care with individual. Besides, affiliation
commitment emerges from a sense of belonging and togetherness that they have.
Sense of belonging transforms into sense of organizational belonging. In other
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
words, affiliation commitment is influenced by psychological bind of the employee
to the social relationship that has come into being in the organization (Balfour and
Wechsler, 1990). Exchange commitment refers to the psychological bind of the
employee that develops from reciprocal relationship (mutual symbiosis) between
individuals and organization. This reciprocal relationship is related to either
monetary or non-monetary compensation. Although the presence of monetary
compensation on the previous research (O’Reilly and Chatman, 1986; Padma and
Nair, 2009) has a weak correlation with organizational commitment, the research
result of Balfour and Wechsler (1996) even highlighted the presence of this type of
commitment. Psychological bind on the basis of exchange will strengthen along
with the acknowledgment of employee’s contribution to the organization, the
provision of support, and the organization’s positive encouragement.
The Antecedent of Organizational Commitment
The antecedent of organizational commitment is influenced by organizational and
individual factor. Mayer and Schoorman (1998) affirmed that the process of a
sound exchange between individual and organization becomes individual’s
consideration to actively participate in the organizational process. Other than that,
the organization’s behaviour towards the employee can strengthen the employee’s
commitment to be loyal to the organization. Empirical research reveals that there
are three factors that play role as the antecedent of organizational commitment,
namely personal characteristics, job characteristic and working experience
(Steers, 1977). The personal characteristic factor consists of age, importance of
certain achievement and the level of education attached to an individual
(employee). Subsequently, job characteristic factor comprises of feedback
mechanism, task identity, and opportunity to make social interaction in the
organization. Last, the working experience factor comprises of three sub factors,
namely; behaviour towards the organization, the level of dependence and
trusteeship on the organization, as well as the acquired compensation.
Empirical studies also added some factors to the antecedent of organizational
commitment. For example, Chusmir (1988) put in gender factor on his analysis,
Flynn and Tannebaum (1993) added an analysis of organizational characteristic,
Padma and Nair (2009) analyzed organizational culture as part of the antecedent
of organization commitment. The result of research of organizational commitment
antecedent in private organization is found different from that of public
organization. For example, Balfour and Wechsler (1996) stated that personal
characteristic factor is not the antecedent of organizational commitment in public
organization. Afterwards, an empirical study explains that personal characteristic
(age, level of education, internal motivation) even directly influences the outcome
of organizational commitment. Moreover, the employee’s organizational
commitment to the public organization is predominated by the influence of working
experience and the job characteristics itself.
The Outcome of Organizational Commitment
Steer (1977) employed at least several kinds of outcome of organizational
commitment, namely; desire to remain in the organization, intention to remain in
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
the organization, arrival, and working performance. On the other hand, many
researchers attempted to find correlation between organizational commitment and
types of other work behaviour, among others are Organizational Citizenship
Behaviour (OCB) (Ahmad et al., 2010), innovative behaviour of the employee
(Jafri, 2010), extra behavior for role that should have been played (Balfour and
Wechsler, 1996).
Generally, the researchers correlate organizational commitment with the
employee’s intention to remain to be the member of organization (Steers, 1977;
Jaros et al., 1993; Balfour and Wechsler, 1996; Ahmad et al., 2010). Employee
with high commitment to the organization owns sense of belonging to the big
organization, who is willing to do more efforts to achieve the organization’s goals,
and agrees to put forward organizational goals above the individual goals (Balfour
and Wechsler, 1996). In public organization, the outcome of organizational
commitment, that is the intention to remain to be the member of organization, of
course cannot at once disappear. The research of Balfour and Wechsler (1996)
found out some outcomes that emerge from organizational commitment. First is
the employee’s intention to remain to be the member of organization. This
intention becomes stronger along with the betterment of social relationship quality
among individuals, the mechanism of exchange between individual and
organization. Besides, this type of outcome is also influenced by the level of
education of the employee, as well as the perception of other job. Second, the
length of service (tenure) of employee in the organization is also influential to the
level of intention of someone to leave the organization. The length of service
(tenure) indirectly shapes comfortable routine pattern for the employee, so it can
reduce their intention to move to another job (turnover) (Becker, 1960).
Third, extra behaviour that exceeds the original role should have been played.
Balfour and Wechsler, (1996) found out that this type of outcome is only influenced
by organizational commitment, which is based on the social relationship process in
the organization. In addition, this extra behaviour is also influenced by internal
motivation, position, and the level of direct service to the society that the workers
go through. It occurs because the characteristics of public organization prioritizes
high level of bureaucracy and the necessity to cooperate among elements in
serving public.
Hypothesis Development
This study classifies variables of organizational commitment into three categories,
namely; the antecedent of organizational commitment, the
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Table 2: The Classification of Variables Group
Organizational
Antecedent
Outcome
Miscellaneous
Commitment
Participation
Identification
Intention to
Internal
Political
Affiliation
remain
Motivation
Penetration
Exchange
Intension to
Position
Supervision
turnover
Level of
Quality
Extra behavior
Education
Career Promotion
Job Alternative
Tenure
Public Service
Learning
Salary Satisfaction
Source: Managed from Balfour and Wechsler (1996)
form of organizational commitment, and the outcome of organizational
commitment (look at table 2). Consequently, the hypothetic development for
organizational commitment variables based on theoretical correlation and the
relevant empirical study.
The Antecedent of Identification Commitment
Participation
Balfour and Wechsler (1996) stated that the whole employees surely want to be
invited to take part in the process of decision making, which will give implication to
their job and roles in the organization. The identification process of an individual to
the organization will strengthen when the management would listen to their
aspiration and support its employees. On the other hand, the process of
identification will weaken if the management acts as authoritarian to its employees.
H1: Participating in the decision making has positive influence on identification
commitment.
Public Service
Identification commitment is caused by one of which is the public legitimacy on
their contribution to the public service. When one employee is given bigger
opportunity to serve public directly, s/he has opportunity to acquire more
legitimacy from public (Balfour and Wechsler, 1996).
H2: the opportunity to serve public directly has positive influence on identification
commitment.
The Spectrum of Job
Hackman and Oldham (1976) stated that the wider spectrum of job opportunity
that an employee can perceive, it will contribute more to the achievement of
organization.
H3: the spectrum of job of the employee has positive influence on the identification
commitment.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Political Penetration
The empirical study conducted by Balfour and Wechsler (1996) revealed that the
pre-domination of political influence on the decision making and managerial
practice is prone to the emergence of injustice feeling among the employees, so it
will weaken identification commitment in public organization.
H4: Penetration of political influence on managerial practice has negative
influence on identification commitment of public employees.
Supervision Quality
Supervision process represents organizational concern over the employee to
achieve individual and organizational goals (Carnevale and Wechsler, 1992). So a
good quality of supervision can increase the employee’s commitment to selfidentify in an organization (Balfour and Wechsler, 1996).
H5: The supervision quality has positive influence on identification commitment.
Career Development
The empirical study of Balfour and Wechsler, 1996 reveals that the presence of
opportunity to develop career indicates organizational concern over maintaining its
employees. The bigger opportunity for career development influences the
employee’s perception that s/he can contribute to the achievement of organization
goals.
H6: The more opportunity for career development in organization has positive
influence on identification commitment.
The Antecedent of Affiliation Commitment
Participation
The opportunity for employees to participate in the process of decision making on
his job, is an indication that the organization appreciates the presence of an
employee in the organization. This is one of the most important bases of rising
emotional bind in an organization of an organizational teamwork (O’Reilly and
Chatman, 1986). In relevance with that, the higher level of opportunity to
participate, the perception about an employee’s existence in an organization will
increase.
H7: The higher level of participation in the process of decision making has positive
influence on the affiliation commitment.
Political Penetration and Supervision Quality
The empirical study by Balfour and Wechsler (1996) reveals that political
penetration and supervision quality determines the climate of organization and the
relationship among members of organization. Political penetration can reduce
affiliation commitment because of injustice feeling that grows among employees.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Supervision quality creates a conducive environment where trust and
favourability exists in an organization (Carnavale and Wechsler, 1992).
H8: Political penetration on managerial practices has negative influence on
affiliation commitment.
H9: Supervision quality done to the employees has positive influence on affiliation
commitment.
Career Development
The empirical study by Balfour and Wechsler (1996) stated that the clarity of
career development has positive influence on the employee’s commitment that is
based on social relationship in an organization and the certainty of work
sustainability for the employees in an organization for the future.
H10: The opportunity for career development has positive influence on affiliation
commitment.
The Antecedent of Exchange Commitment
Participation and Political Penetration
Participation opportunity plays an important role in strengthening reciprocal
correlation between employees and organization, and thereafter, it has the
strongest influence on the existence of organizational commitment of the
employees (Balfour and Wechsler, 1996).
H11: Participation in decision making has positive influence on exchange
commitment.
Then, political influence on the process of decision making will harm the reciprocal
relationship between individual and organization as it creates a perception of
injustice among employees. Specifically, Mosher (in Balfour and Wechsler, 1996)
revealed that politically-influenced practices have ignored the work contract
agreed by both employees and organization.
H12: Political penetration on the process of decision making and managerial
practices has negative influence on exchange commitment.
Supervision Quality
As mentioned above, a good supervision quality is a support and facilitates the
achievement of optimum performance and finally, work, for employees will
strengthen exchange commitment that is felt by employees (Balfour and Wechsler,
1996).
H13: Supervision quality done by the organization increases exchange
commitment.
Career Development and Learning
The career development offer, for employees, represents the evaluation of their
role development for the goal of the organization (Balfour and Wechsler, 1996).
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
When opportunities for career development are provided well, exchange
commitment between employees and organization will increase.
H14: Career development opportunity has positive influence on exchange
commitment
The empirical study by Balfour and Wechsler (1996) revealed that the opportunity
to acquire learning in the work process in public organization will increase his/her
organizational commitment. It shows that reciprocal process between employees
and organization does not only manifest in material form.
H15: the opportunity to acquire learning has influence on exchange commitment
Salary Satisfaction
Salary is one of the important causes that underlie exchange commitment (Balfour
and Wechsler, 1996). Because employees will work harder and sacrifice more for
the organization, if they are given equal, just, and better compensation.
H16: The salary satisfaction obtained by employees has positive influence on
exchange commitment.
The Antecedent of Desire to Remain
Affiliation, Identification and Exchange Commitment
Generally, it has been concluded that the employees’ desire to remain in the
organization is an outcome of three dimensions of organizational commitment.
Employees’ desire to remain is because of their high identification (internalization)
of the mission, goal and achievement of the organization, their satisfaction on the
process of organizational achievement, and their satisfaction on the process of
reciprocal relationship with the organization, as well as their strong social bind to
another member of organization.
H17: Identification commitment has positive influence on the employees’ desire to
remain in the organization.
H18: Affiliation commitment has positive influence on the employees’ desire to
remain in the organization.
H19: Exchange commitment has positive influence on the employees’ desire to
remain in the organization
Level of Education
The empirical study conducted by Balfour and Wechsler, 1996) reveals that level
of education has negative influence on their desire to remain in an organization.
Level of education of an individual reflects the higher expertise that he/she
masters. This certainly enlarges someone’s chance to get opportunity for many
jobs. And this can influence someone’s commitment to remain in the organization.
H20: Level of education owned by someone has negative influence on the desire
to remain in the organization.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Job Alternatives
The increase of the provision of job alternatives for someone can reduce his/her
desire to remain in the organization. The empirical study by Balfour and Wechsler
(1996) stated that a perception on the provision of job alternatives for employees
can have negative influence on the employees’ desire to remain in the
organization.
H21: Perception on the provision of better job alternatives has negative influence
on the desire to remain in the organization.
The Antecedent of Turnover Intention
Desire to Remain
Turnover intention reflects an individual’s intention to find another job alternative
and leave the organization. Therefore, the desire of someone to remain in the
organization reduces his/her intention to find another job alternative outside the
organization.
H22: The desire to remain in the organization has negative influence on the
employee’s turnover intention.
Tenure
A study done by Balfour and Wechsler (1996) found out that the length of service
(tenure) of
Figure 1: Hypothesis of this Study
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
an employ in public organization will lessen his intention to do turnover, because
he/she has done a lot of efforts and sacrifice on behalf of the organization.
Besides, someone’s tenure also influences the level of psychological bind.
H23: Tenure (length of service) in an organization has negative influence on the
employee’s intention to do turnover.
The Antecedent of Extra-role Behaviour
Affiliation Commitment
Someone who has strong social bind to other members in an organization would
more possibly do more efforts to help his/her relations and organization (O’Reilly
and Chatman, 1996). A study carried out by Balfour and Wechsler (1996) affirmed
the above statement. Subsequently, the high affiliation commitment can create a
supportive and favourable working environment.
H24: Affiliation commitment has positive influence on someone’s intention to
behave more than the role he should play.
Internal Motivation
An individual with high internal motivation allows him/her to play more roles than
assigned. The empirical study of Balfour and Wechsler (1996) also affirmed the
influence that develops from the employee’s internal motivation on his/her
intention to play more roles than those assigned
H25: The employees’ internal motivation has positive influence to play more role
than assigned in an organization.
Positions in an Organization
A study by Balfour and Wechsler (1996) found out that position owned by an
employee goes hand in hand with his/her intention to have more roles in the
organization. The higher position one has, the more roles he/she plays in an
organization.
H26: The higher position of someone has positive influence on his/her intention to
play more roles in the organization.
Public Service
Someone’s opportunity to do public service will directly influence his/her motivation
to do more in an organization. The result of study done by Balfour and Wechsler
(1996) added that opportunity to give public service directly is an honor given by
public to him/her.
H27: The more opportunities to give public service directly enhance his/her
intention to play more roles in the organization.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
Research Method
Population and Research Samples
This research population comprises of civil servants of Local Government of
Lumajang Regency. The characteristic of samples that will be taken in this
research is civil servants in the environment of PEMDA, Lumajang Regency, who
minimally has worked for a year. The objectives of obtaining such sample
characteristic are to avoid bias in the measurement of organizational commitment.
Such working experience is considered to have formed organizational commitment
within individuals of civil servants. This research employs stratified random
sampling method. This research stratification is based on the strata of civil servant
categorization that prevails in the environment of Lumajang Regency Local
Government, only then the sampling was taken at random in every existing strata.
Variable Measurement
The measurement of data in this research refers to questionnaire developed by
Balfour and Wechsler (1996) on the ground of several reasons, as the following;
first, the questionnaire is designed for research of antecedent and outcome of
organizational commitment in public organization. Second, the developed
construct has high level of reliability, namely 0.83 for exchange commitment, 0.81
for affiliation commitment, and 0.72 for identification commitment. The scale of
measurement in this research uses 7 point of likert scale (7 = agree most,
1=disagree most). The higher answer the object of observation gives, the higher
construct value that a certain theory will have. Then, on certain item, which is
designed as a reversed question, value reversal is done to maintain construct
consistency. The data analysis method used in this research is Line Analysis.
The Result of Analysis
The Distribution of Questionnaire
Table 3 explains the amount of questionnaire distributed, namely as many as 215
questionnaires. Questionnaires that deserve
Table 3: The Result of Questionnaire Distribution
Remark
Frequency
The total of questionnaire distributed
300
The total of questionnaire returned
219
The total of questionnaire not returned
81
The total of questionnaires that deserve analysis 215
Analysis are wholly-answered and filled questionnaires.
Percentage
100%
73%
27%
72%
Statistic Descriptive
Table 4 reveals statistic, descriptive result. The value of affiliation commitment has
the highest value of 4.81. The high value of affiliation commitment describes the
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
influence of psychological bind due to the presence of social relations compared to
the process of self-identification in the organization and the reciprocal relationship
between organization and individual. Some antecedent variables or the cause of
organizational commitment with quite high average score, namely supervision
quality, job spectrum, salary satisfaction, and learning. The managed result by
statistic indicates some findings. First, the supervision activity that is done by
superiors has quite good quality so that it can create favourable, trustworthy
atmosphere in the organization. Last, internal satisfaction is obtained, so that job
commitment and learning process run well.
One interesting thing about descriptive analysis is that the three kinds of
organizational commitment prove to have significant correlation. The significance
of correlation among the organizational commitment constructs indicates that
possibly, the organizational commitment is one dimensional construct (Steers,
1997).
Table 4: Descriptive Statistic and Table of Correlation among Variables
Me S.
NO
1
2
3
4
5
6
7
8
an
D
1 Identificatio 4,53 1,
1
nC
5
2 Affiliation
4,81 1, 0,78
1
C
6
*
3 Exchange C 4,57 1, 0,80 0,72
1
5
*
*
4 Participatio 4,61 1, 0,79 0,71 0,73
1
n
5
*
*
*
5 Public
4,57 1, 0,82 0,68 0,73 0,74
1
Services
5
*
*
*
*
6 Job
4,74 1, 0,78 0,76 0,71 0,82 0,76
1
Spectrum
5
*
*
*
*
*
7 Learning
4,61 1, 0,74 0,69 0,68 0,73 0,71 0,77
1
4
*
*
*
*
*
*
8 Politic
3,37 1,
1
5
0,60 0,59 0,66 0,63 0,62 0,65 0,56
*
*
*
*
*
*
*
9 Salary
4,62 1, 0,73 0,64 0,76 0,68 0,65 0,68 0,67
Satisfact.
5
*
*
*
*
*
*
* 0,65
*
10 Career
4,40 1, 0,75 0,67 0,75 0,74 0,64 0,75 0,69
Devlpm
5
*
*
*
*
*
*
* 0,60
*
11 Motivation
4,27 1, 0,69 0,62 0,62 0,65 0,56 0,64 0,65
4
*
*
*
*
*
*
* 0,49
*
12 Supervision 4,90 1, 0,79 0,72 0,73 0,76 0,70 0,77 0,70
5
*
*
*
*
*
*
* 0,60
*
13 Remain
4,28 1, 0,71 0,61 0,66 0,65 0,64 0,63 0,64
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Proceedings of 23rd International Business Research Conference
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3
*
*
*
*
*
*
*
0,62
*
0,36
*
0,78
*
0,62
*
0,31
*
0,74
*
0,54
*
0,32
*
0,71
*
0,61
*
0,37
*
0,74
*
0,62
*
0,38
*
0,72
*
0,60
*
0,33
*
0,73
*
0,62
*
0,36
*
0,71
*
0,21
*
0,09
0,18
*
0,11
0,29
*
0,1
0,20
*
0,01
0,21
*
0,13
-0,1
0,12
0,16
*
0,15
*
0,16
*
0,17
*
0,11
0,19
*
0,13
*
14 Turnover
Intent.
2,84
1,
5
15 Alternative
3,36
1,
4
16 Extra
behavior
4,62
1,
5
17 Education
3,44
1,
1
18 Position
2,22
19 Tenure
9,67
1,
6
8,
8
N Variabl
O
e
9 Salary
Sat.
10 Career
Dvl
11 Motivati
on
12 Supervis
ion
13 Remain
14 Turnove
rInt
15 Alternati
ve
16 Extra
Behv
17 Educatio
n
18 Position
19 Tenure
9
10
11
12
13
14
15
16
0,50
*
0,62
*
0,33
*
0,56
*
0,18
*
0,16
*
0,08
17
0,01
-0,1
18
19
1
0,70
*
0,63
*
0,73
*
0,66
*
0,56
*
0,37
*
0,70
*
1
0,63
*
0,75
*
0,62
*
0,53
*
0,24
*
0,67
*
0,21
*
0,02
0,18
*
0,1
0,15
*
0,1
1
0,71
*
0,70
*
0,46
*
0,28
*
0,68
*
1
0,68
*
0,54
*
0,37
*
0,75
*
-0,1
-0,1
0,13
*
0,11
0,16
*
0,21
*
1
0,58
*
0,47
*
0,72
*
0,23
*
0,07
0,18
*
Note: *Correlation test indicates a significant result.
14
1
0,56
*
1
0,62
*
0,19
*
0,40
*
0,20
*
-0,1
0,03
-0,1
0,15
*
1
0,14
*
0,16
*
0,15
*
1
0,29
*
0,25
*
1
-0,1
1
Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
One interesting thing about descriptive analysis is that the three kinds of
organizational commitment prove to have significant correlation. The significance
of correlation among the organizational commitment constructs indicates that
possibly, the organizational commitment is one dimensional construct (Steers,
1997).
Test of Research Instrument: Validity and Reliability
Table 5 shows the result of validity analysis with CFA method. The result of validity
analysis shows that all items used to clarify construct in this research prove valid.
It can be seen from the significance of loading value in every indicator marked with
probability value of < 0.05. Therefore, it can be concluded that the research
indicator used truly measures the expected construct, or on the contrary it will not
measure constructs that are not expected to measure.
Afterwards, Goodness-of-Fit index model in this test shows that this research
model is quite good model and is in compliance with the theory. It can be seen
from several indicators of Goodness-of-Fit on Table 6. Out of the five Goodnessof-Fit indicators. Despite the poor indicators (namely Chi-Square), other indicators
indicate that fit-value of that model is good. So, it can be put aside.
Subsequently, the reliability test result of the research instrument shows good
reliability of instrument. From the calculation of composite reliability/construct
reliability, it reveals that organizational commitment construct that is represented
by Identification Commitment, Affiliation Commitment and Exchange Commitment
has value, as much as 0.86, 0.92, and 0.89. So do the other kinds of construct.
The value of reliability construct has far higher than the minimum value of 0.60. It
means, the constructs of this research have capability to measure construct
consistently anytime it is used for measurement.
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Proceedings of 23rd International Business Research Conference
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Table 5: The Result of Validity Test for the Research Instrument
NO Indicator Loading
Validity No Indicator
Loading
Validity
0,72**
valid
0,87**
valid
1 Item 1
22 Item 22
Item
2
0,87**
valid
Item
23
0,91**
valid
2
23
0,86**
valid
0,92**
valid
3 Item 3
24 Item 24
0,92**
valid
0,80**
valid
4 Item 4
25 Item 25
0,91**
valid
0,90**
valid
5 Item 5
26 Item 26
0,82**
valid
0,76**
valid
6 Item 6
27 Item 27
0,92**
valid
0,81**
valid
7 Item 7
28 Item 28
0,84**
valid
0,74**
valid
8 Item 8
29 Item 29
0,79**
valid
0,92**
valid
9 Item 9
30 Item 30
0,92**
valid
0,93**
valid
10 Item 10
31 Item 31
0,87**
valid
0,90**
valid
11 Item 11
32 Item 32
0,92**
valid
0,88**
valid
12 Item 12
33 Item 33
0,82**
valid
0,75**
valid
13 Item 13
34 Item 34
0,91**
valid
0,64**
Valid
14 Item 14
35 Item 35
0,91**
valid
0,90**
Valid
15 Item 15
36 Item 36
0,83**
valid
0,94**
Valid
16 Item 16
37 Item 37
0,90**
valid
0,96**
Valid
17 Item 17
38 Item 38
0,91**
valid
0,71**
Valid
18 Item 18
39 Item 39
0,71**
valid
0,79**
Valid
19 Item 19
40 Item 40
0,84**
valid
0,90**
Valid
20 Item 20
41 Item 41
0,89**
valid
0,95**
valid
21 Item 21
42 Item 42
Note: **Significance Prob < 0.05
3
Table 6: Goodness-of- fit Index with CFA Measurement
Estima
Recommended
Indikator Goodness-of-Fit
tion
Cut-off
Result
Probability Chi-Square
> 0,05
0,00001
Root Mean Square Error of
< 0,10
0,046
Approximation (RMSEA)
Expected Cross-Validation Index (ECVI) smallest model
6,63
4
Normed Fit Index (NFI)
> 0,90
5
Goodness of Fit Index (GFI)
> 0,90
No
1
2
Scoring
Fair
Very
Good
Very
Good
0,98 Very
Good
0,79 Quite
Good
Hypothesis Test
Table 7 below demonstrates the result of line analysis which is comprehensively
based on hypothesis developed in this research.
The Measurement of Overall Goodness-of-Fit
The measurement of goodness-of-Fit aims at identifying the acceptability of the
research model. The acceptability of a model has three level of fit index, namely
absolute, parsimony, and comparative (Brown, 2006). Absolute fit is interpreted as
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
the proportion of the sampling data, which can be clarified by a model (Kline,
2011). This Absolute fit index works the same way as R2. For example, if this index
points at number 85., it can be said that the model can clarify 85% sampling data
covariant. Parsimony fit is associated with the decision to maintain the balance;
adding parameter to increase fit index or reducing it to get good validity (Foster et
al., 2006). This parsimony fit index functions as correction formula for complexity
of model (Kline, 2011). A model with parsimony fit index means that a model is fit
and has a more minimum level of complexity. The last, is incremental/ comparative
fit Index. This index identifies the increase of relative fitness compared to
independent model (baseline model). This independent model is usually called
null hypothesis model that has poor level of fitness.
Tabel 7: Path Analysis of the Hypotheses Model
Research Variables
Hypothese
Loadin
Explanatio
Sig
s
g
n
Dependent
Independent
H1
Identification
Participation
0.14
2.02 ** Supported
H2
Commitment
Public Services
0.40
4.89 * Supported
Not
H3
Job Scope
0.04
0.52
supported
Not
H4
Politics
-0.05
-1.06
supported
H5
Supervisor Quality
0.23
3.83 * Supported
Opportunity for
H6
0.17
3.52 * Supported
Advancement
H7
Affiliation
Participation
0.26
3.26 * Supported
Commitment
-2.47
H8
Politics
-0.14
Supported
**
H9
Supervisor Quality
0.35
4.24 * Supported
Opportunity for
1.95
H10
0.13
Supported
Advancement
***
Desire to Remain
1.77
H11
Participation
0.15
Supported
***
-2.11
H12
Politics
-0.13
Supported
**
Not
H13
Supervisor Quality
0.12
1.41
supported
Opportunity for
H14
0.23
2.72 * Supported
Advancement
Not
H15
Learning
0.08
1.30
supported
H16
Pay Satisfaction
0.27
2.95 * Supported
Desire to Remain
Affiliation
Not
H17
0.05
0.86
Commitment
supported
Identification
H18
0.05
7.07 * Supported
Commitment
Exchange
H19
0.19
2.72 * Supported
Commitment
Not
H20
Education
-0.03
-0.52
supported
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Proceedings of 23rd International Business Research Conference
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H21
H22
H23
Turnover
Intention
Perceived Job
Alternatives
Desire to Remain
Tenure
-0.23
-4.37 * Supported
-0.58
-8.39 * Supported
Not
1.30
supported
0.08
Affiliation
0.32
5.19 * Supported
Commitment
H25
Internal Motivation
0.28
4.53 * Supported
H26
Position
0.09
2.19 ** Supported
H27
Public Service
0.35
5.11 * Supported
Note: *significant at α ≤ 0.01 ** significant at α ≤ 0.05 *** significant at α ≤ 0.10
H24
Extra-Role
Behavior
Table 8: The Result of Overall Goodness-of-Fit Measurement
Goodnes of Fit
Estimation
No
Recommended Cut-off
Scoring
Indicator
Result
Absolut fit
≥ 0,05
0,001
Poor
1 Prob. Chi-Square
≥ 0,90
0.88
Poor
2 GFI
≤ 0,10
0,077
Good
3 SRMR
Parsimony fit
≤ 0,10
0,098
Good
4 RMSEA
smallest model
2,60
Good
5 ECVI
smallest model
519,69
Good
6 AIC
Comparative fit
≥ 0,90
0,98
Good
7 CFI
≥ 0,90
0,98
Good
8 NFI
Source: managed data
Table 8 above shows the result of overall goodness of fit measurement from
this research model. Even though not all indicators of
goodness-of-fit
measurement produce good result, at least in every kind of indicator, there is an
indicator index that fulfils the good standard of model. On absolute fit index, only
one index, which can be categorized good, while the rests can be classified poor.
While in comparative fit and parsimony fit index, the result of measurement shows
good result. Therefore, it can be concluded that this research model is good and
deserves analysis.
Discussion
This research gives an interesting result in developing organizational commitment
theory. For example, Balfour and Wechsler (1996) found out that organizational
commitment has influence on someone’s intention to remain in the organization.
However, specifically, affiliation commitment even does not influence significantly
on one’s intention to remain in the organization but only influences his intention to
work more than what is explained in the job description.
Participation and career development variables as organizational variables
have direct influence on the three kinds of organizational commitment. It proves
that opportunity to participate in the process of decision making in the work place
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Proceedings of 23rd International Business Research Conference
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and opportunity of career development obviously in general can elevate
employee’s organizational commitment. Other variables are such as political
penetration, it only influences the affiliation and exchange commitment a little,
nothing on identification commitment. On the contrary, supervision quality variable
only influences identification and affiliation commitment, but not exchange
commitment.
Despite the fact that the variables above have simultaneous influence on two
or three kinds of organizational commitment, it does not mean that it has the
biggest influence on its dependent variables. For example, public service variable
has the strongest influence on identification commitment. Then successively,
supervision quality, career development and participation variables influence
identification commitment.
On the other hand, two other variables; job spectrum and political penetration
variables do not have influence on identification commitment. That result indicates
that a civil servant’s commitment that relies on his/her intention to self-identify with
the organization goals and targets will increase along with the amount of
opportunity to give public services in his/her field of job. Besides, the change of
this amount of commitment is also influenced by the supervision quality, the clarity
of career development, and the opportunity to participate in process of decision
making in relevance with his/her job.
Furthermore, affiliation commitment is influenced by all variables that has been
hypothesized, namely participation, political penetration, supervision quality, and
career development. Supervision quality variable gives the strongest influence on
this affiliation commitment. When a supervisor is concerned about the daily pattern
of an employee and is able to give trusteeship to the employee in carrying out the
job, this will strengthen one’s commitment in the organization. It means,
supervision activity creates favourable social environment for job and it is
productive in organization (Balfour and Wechsler, 1996).
In context of this affiliation commitment, political penetration variable has
different treatment from the three other variables. If the increase of participation
variable, supervision quality, and career development is along with the increase of
affiliation commitment owned by employees, it occurs conversely on political
penetration variable. So the bigger political penetration the managerial practices
have, or in the process of decision making in an organization, the more it will
reduce employees’ affiliation commitment.
On the other hand, the strongest variable that becomes the antecedent of
exchange commitment is different from both types of other commitment. Two
strong variables that are quite an influence on exchange commitment are salary
satisfaction and career development and then followed by participation and
political penetration variables. Somehow, supervision quality and learning variable
do not prove to influence exchange commitment.
The facts above indicate that salary satisfaction of an employee reflects the
quality of reciprocal relationship that occurs between organization and employee.
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Proceedings of 23rd International Business Research Conference
18 - 20 November, 2013, Marriott Hotel, Melbourne, Australia, ISBN: 978-1-922069-36-8
If an employee is satisfied with the salary s/he earns, she certainly will be more
committed to the organization. So is the career development. The clarity of career
line and development will facilitate the employee to make plans about self-capacity
development, so s/he deserves higher position.
In this research, an intention to remain in the organization, as the impact of
organizational commitment is only influenced by identification commitment,
exchange commitment and the presence of other job alternatives. Affiliation
commitment even does not have significant influence. Its significant influence is
only on extra-behaviour variables. This result indicates two different, interesting
things. First, the function of social relationship in the workplace does not bind
psychologically for someone to remain in an organization.
Secondly, social relationship has strong influence on someone’s behaviour to
do more roles that assigned. So, separately, we can conclude that a sociallycohesive teamwork influences one’s intention to behave more than she/he should
for his/her role in the job, but somehow it does not influence their intention to
remain in the organization.
Therefore, the extra-behaviour variable is influenced not only by affiliation
commitment, but also by someone’s internal motivation, position that he/she holds,
and available opportunity to give public service directly. The bigger affiliation
commitment and internal motivation that one has, the higher position s/he holds,
the more opportunity to give public services directly will allow the increase of
possibility for someone to behave more than what was assigned to her/him. Last,
the turnover intention owned by an employee proves in inverse relation with his
intention to remain in the organization.
However, a hypothesis saying that turnover intention will reduce along with the
increase of tenure of an employee in the organization is not proven. It means that
no matter how long one’s tenure in an organization is, it will not influence the
intensity of employee’s intention to do turnover.
Conclusion
The test result of the role of antecedent variables has influence on organizational
commitment in public organization (affiliation, identification and exchange) and the
impact of organizational commitment on group variables of outcome reveals
several important findings. The first, only opportunity for participation and clarity of
career development simultaneously give influence positively on the whole
organizational commitment. Other variables have different influence on every
organizational commitment. Second, it turns out that the three organizational
commitments have different outcome (impact). Identification and exchange
commitment give influence on employees’ intention to remain in the organization.
So it reduces the intention to turnover. Affiliation commitment has positive
influence on the intention to play more roles (to extra-role behavior). This extrarole behaviour is influenced by internal motivation, that is, the intention to give
public services. Third, an assumption that the strong cultural value, like
collectivism value in public organization environment has become the cause of the
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Proceedings of 23rd International Business Research Conference
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result differences between this research and the previous research by Balfour and
Wechsler (1996). The subsequent research can examine the influence of cultural
factor as moderation variable for the correlation among antecedent and
organizational commitment variables. Fourth, the managerial implication of this
research is the importance of creating an atmosphere for social relationship and
for opportunity to participate in every decision making as well as wider opportunity
to give public services in order to strengthen the organization commitment.
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