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Organizational Behavior
ISLT-644
Presenter: Erlan Bakiev, Ph.D.
Paper summaries
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 An Empirical Assessment of Organizational
Commitment and Organizational Effectiveness
By Angle, H. L. and Perry, J. L.
Administrative Science Quarterly, 26 (1), (1981), 1-14.
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 This study aims to build a relationship between
organizational commitment of lower -level employees
with organizational effectiveness in organizations
offering bus services.
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 Organizational commitment as defined by Porter et al.
(1974) has three major components:
 (1)a strong belief in and acceptance of the
organization's goals,
 (2)a willingness to exert considerable effort on behalf
of the organization, and
 (3)a definite desire to maintain organizational
membership
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 Re- search conducted within this framework has
indicated that commitment is not only a predictor of
employee retention, but may also be a predictor of
employee effort and performance.
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 Organizational effectiveness is multidimensional, and
there is also reason to believe that the determinants of
organizational effectiveness vary (Angle and Perry,
2006).
 Angle and Perry (2006) claim that just organizational
structure is not enough to ensure organizational
effectiveness; there must be crucial requirements such
as, employees’ support on organizational goals
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 Not only must the organization induce members to join
and remain (i.e., participate), but it must also motivate
two kinds of production: dependable role behavior, as
prescribed by the organization, and spontaneous and
innovative behaviors which go beyond explicit
behavioral prescriptions (Angle and Perry, 2006, p. 2)
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 This study hypothesize that organizations whose
members were strongly committed would have both
high participation and high production .
 And organizations with high level of participation and
production were expected to show relatively low levels
of absenteeism, tardiness, and voluntary turnover, and
high levels of operating efficiency.
Methodology
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 Population: 24 organizations, which operated fixed route bus services in western United States,
 Level of Analysis (individual): The majority (%91)of the
respondents were bus drivers; however, at a few of the
participating organizations, mechanics and/or clerical
personnel were included in the drivers' bargaining unit
and so were sampled along with the drivers.
 Sample size 1244 (employee) and 96 (transit
managers)
Study Measures
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 Employee commitment was measured by the 15 -item
Organizational Commitment Questionnaire
(OCQ)(Porter et al., 1974),
 This study indicates Cronbach's alpha of.90.
 Two subscales were also created, based on the results
of a factor analysis: value commitment (alpha=.89) and
commitment to stay (alpha=.72), which appear to
differentiate between the respondents' commitment to
support the goals of the organization and their
commitment to retain their organizational membership
Study Measures
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 Employee turnover (separation rate ) was measured by
compilation of statistics on voluntary termination
during the preceding fiscal year.
 A second turnover measure was obtained by self - report
of employees' intent to quit.
 Employee tardiness was computed as the ratio of
recorded tardiness incidents to the mean number of
employees during the preceding fiscal year (only 14 out
of 24)
 Absenteeism was obtained by self-report
Study Measures
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 Operating expense was another measure of
effectiveness (Two performance indicators were
selected for this study:
1. operating expense per revenue vehicle-hour,
computed by dividing total operating expenses for
the preceding fiscal year by the total number of
operating hours for the revenue vehicles, and
2. operating expense per employee, using the total
number of employees as the measure of input.
 Organizational adaptability was measured by self report, using a modified version of Mott's (1972)
questionnaire.
Results
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 Commitment was positively correlated with age (r=.17 ,
p <.001), but negatively related to educational level
(p<.0001).
Explanation: increasing age and decreasing levels of
education tend to reduce the feasibility of
obtaining desirable alternative education and
therefore tend to restrict the individual to the
present organization.
 Females were more strongly committed to their
organizations than males (p<.001).
Results
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 Organizational commitment was significantly related to
organizational adaptability, based on employee
questionnaire data, but was not significantly related
based on manager questionnaires (small number of
respondents)
 Turnover (separation rate and intent to quit) was
significantly related to organizational commitment
 However, neither absenteeism nor the two operatingexpense ratios showed a statistically significant
association with commitment.
 Tardiness rate was negatively correlated with value
commitment, as had been the case with organizational
commitment, but was not significantly correlated with
commitment to stay
Conclusion
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 Although employee-perceived organizational
adaptability was associated with commitment,
manager-perceived adaptability was not.
 The relationship between tardiness and commitment
was significant; however, employee tardiness rate was
not significantly associated with organizational
operating costs.
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Relationship of Core Self-Evaluations Traits-Self- Esteem,
Generalized Self-Efficacy, Locus of Control, and
Emotional Stability-With Job Satisfaction and Job
Performance: A Meta-Analysis.
By Judge, T. A. and Bono, J. E.
Journal of Applied Psychology, 86 (1), (2001), pp. 80-92.
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 This article aims to build relationship between self esteem, generalized self-efficacy, locus of control, and
emotional stability (low neuroticism) with job
satisfaction and job performance by utilizing metaanalysis.
 The purpose of the present study is to provide a
quantitative review of the literature that examines the
relationship of the four core self-evaluation traits with
job satisfaction and job performance.
Core Self-Evaluation Traits
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 The Core self-evaluations were assessed by traits that
met three criteria:
(a) evaluation-focus (the degree to which a trait
involves evaluation, as opposed to description);
(b) fundamentality (personality theory,
fundamental or source traits underlie surface
traits); and
(c) breadth or scope
 The purpose of the present study is to provide a
quantitative review of the literature that examines the
relationship of the four core self-evaluation traits with
job satisfaction and job performance.
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Four traits that met the criteria of Core Self-Evaluation
Traits
 1. they self-esteem is considered to be the most
fundamental manifestation of core self -evaluations as it
represents the overall value that one places on oneself as a
person.
 2. Generalized self-efficacy which was viewed as an
indicator of positive core evaluations.
 3. Internal locus of control is considered a manifestation of
core evaluations because internals believe they can control
a broad array of factors in their lives.
 4. emotional stability (low neuroticism), reflecting the
tendency to be confident, secure, and steady, was argued to
be indicative of core self-evaluations because it is a broad
trait that manifests one's view of one's emotional stability
Hypotheses
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 H-la: Self-esteem is positively related to job
satisfaction.
 H-lb: Generalized self-efficacy is positively related to
job satisfaction.
 H-lc: Internal locus of control is positively related to job
satisfaction.
 H-ld: Emotional stability is positively related to job
satisfaction.
Hypotheses
 H-2a: Self-esteem is positively related to job
performance.
 H-2b: Generalized self-efficacy is positively related to
job performance.
 H-2c: Internal locus of control is positively related to
job performance.
 H-2d: Emotional stability is positively related to job
performance.
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Method
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 In conducting the meta-analysis, the procedures of
Hunter and Schmidt (1990) were followed .
1. Authors calculated a sample-sized weighted
mean correlation for each of the four traits with
the relevant criterion (job satisfaction or job
performance).
2. The correlations were individually corrected for
measurement error in both the predictor and the
criterion.
3. A disattenuated correlation was estimated for
each of the traits with both criteria.
Results
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 The Uncorrected mean correlations for the four traits
ranged from average r = .20 for emotional stability to
average
 r = .38 for generalized self-efficacy.
 Corrected correlations were, from lowest to highest, as
follows: emotional stability, p = .24; self-esteem, p —
.24; internal locus of control, p = .32; generalized selfefficacy, p = .45.
 95% of confidence intervals around the corrected
correlations were relatively narrow and excluded zero in
all cases.
 Overall, these results support H-la-H-lb—there is a
positive relationship be- tween each of the four traits
and job satisfaction.
Results
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 The uncorrected mean correlations between the traits
and job performance range from average r = .14 for
internal locus of control to average r = .19 for
generalized self-efficacy.
 Corrected correlations were as follows: emotional
stability, p = .19; internal locus of control, p = .22;
generalized self-efficacy, p = .23; self-esteem, p = .26.
 95% of confidence intervals were relatively narrow and
excluded zero for all traits.
 In general, these findings lend support to our
hypotheses regarding the relationship between each of
the traits and job performance (H-2a-H-2d).
Conclusion
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 The results of this study indicate that serf- esteem,
locus of control, neuroticism, and generalized self efficacy are significant predictors of both job
satisfaction and job performance.
 However, there is much to be known about the exact
nature of the traits (whether or not they are indicators
of the broader core self-evaluations construct) and the
processes by which they affect these outcomes.
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Demografik Degişkenlerin Is Tatminine Etkileri:
Izmir’deki Bes ve Dört Yıldızlı Otellere Yonelik Bir
Uygulama.
By Toker, B.
Dogus Universitesi Dergisi, 8 (1), (2011), pp. 92-107.
Purpose of the study
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 The purpose of this study is to measure personnel's job
satisfaction through Job Descriptive Index in the
hospitality firms and to determine the effects of age,
sex, marital status, and education.
 Tourism sector is a service oriented and that ’s why
workers job satisfaction is vital in demining quality of
service
 Despite job satisfaction is an individual phenomenon;
the organization aspect is also shouldn’t be omitted
Hypotheses
 H1: Elderly workers’ job satisfaction is different than
those of young workers.
 H2: There is difference on job satisfaction between
males and females.
 H3: There is difference on job satisfaction between
married and singles.
 There is difference on the level of job satisfaction
based on workers’ educational level.
 There is difference on the level of job satisfaction
based on workers’ tourism related educational level.
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Theoretical Framework
 Maslow’s Hierarchy Theory
 Two Factor Theory
 Equity Theory
 Job Characteristics Model
 Cornell Model
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Method
 T-test
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Results
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 According to results of Anova test the level of job
satisfaction is higher for elderly workers than youngers
(F=2,856; p=0,037). Sonuçta, H1 was rejected.
 Based on T testi results, ther is no difference on job
satisfaction among males and females. Consequently,
H2 failed to reject
 There was a significant relationship and difference
among high schol graduates and university graduates.
H3 was rejected
 H5 (tourism education) was rejected.