Articles

Relationships between Organizational Culture, Organizational Commitment, and Organizational Citizenship Behavior

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Organizations that are going to prosper and grow, particularly in the area of human resource management, must be able to recognize new opportunities in order to be ready for the future. The researcher is eager to look at the interactions between three important factors: organizational culture, organizational commitment, and organizational citizenship behavior, based on a survey of relevant literature. Organizational culture is the social glue that keeps workers united and fosters a feeling of community within the company. Previous research has shown that indicators of organizational success are significantly impacted by organizational commitment. An organization’s efficacy can also be significantly increased by practicing organizational citizenship. Current study indicates that employees’ organizational commitment is positively impacted by organizational culture. Furthermore, the results demonstrated that organizational culture has a discernible impact on organizational citizenship behavior. Based on the results of the aforementioned investigations, the researcher concludes that organizational commitment has a considerable impact on organizational citizenship behavior. The study’s results, according to the researcher, should eventually provide light on significant variables affecting organizational development. The final result of this study is that the researcher presents a model of the relationship between three important human resource factors: organizational culture, organizational commitment, and organizational citizenship behavior, as a guideline for organizational administration and human resource management development in the future.

The Influence of Human Resource Competence, Implementation of Agency Level Financial Application Systems and Organizational Commitment on The Information Value of Central Government Financial Reports (Empirical Study in The Ministry of Industry in Java and Sumatera Regions)

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This study aims to determine, test, and analyze the influence of human resource competence, implementation of agency-level financial application systems, and organizational commitment on the information value of central government financial reports in the ministries of industry in the Java and Sumatera regions. This research uses quantitative methods with an associative approach and documentary data collection by collecting, recording, reviewing and analyzing primary data in the form of respondents’ answers to the questionnaires given. This research took 70 samples as respondents from work units. The data analysis technique used is descriptive statistics which is used to explain the data description of all variables and Partial Least Square (PLS) regression analysis which is a Structural Equation Model (SEM) equation model. The results of this research show that human resource competence, application system implementation agency level finance, and organizational commitment influence the information value of central government financial reports.

The Influence of Work-Family Conflict and Job Satisfaction on Turnover Intention with Organizational Commitment as a Mediation Variable in Bebek Tepi Sawah Employees Restaurant Ubud

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This research aims to determine the influence of work-family conflict and job satisfaction on turnover intention with organizational commitment as a mediating variable in Bebek Tepi Sawah Restaurant Ubud employees. The sample in this study included all employees of Bebek Tepi Sawah Restaurant Ubud. The number of samples in this study was 62 people. Testing the research hypothesis uses the Partial Least Square (PLS) application. The results of this research show that: (1) Work family conflict has a positive and significant effect on turnover intention. (2) Job satisfaction has a positive and significant effect on turnover intention. (3) Work family conflict has a positive and insignificant effect on organizational commitment. (4) Job satisfaction has a negative and significant effect on organizational commitment. (5) Organizational commitment has a negative and significant effect on turnover intention. (6) Organizational commitment does not mediate the relationship between work family conflict and turnover intention. (7) Organizational commitment partially mediates the relationship between job satisfaction and turnover intention.

Key Factors influencing Organizational Commitment

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Research on organizational commitment is widely conducted worldwide and is regarded as one of the most significant factors. This is due to research showing that organizational commitment, in both business and government settings, significantly affects organizational success indicators. This study aimed to investigate significant variables influencing organizational commitment through a review of relevant literature and research. The study’s conclusions indicate that job satisfaction, job experience, work environment, and management team leadership are the four key variables that have a significant impact on organizational commitment. Consequently, in order to foster employee commitment to the organization, management of the company should focus on these four factors. Because it has an impact on both the employees and the organization itself, developing organizational commitment in employees is crucial. Making employees happy at work and wanting to work for the company for a long time is one way that organizational commitment affects employees. There will be a decline in the turnover rate. Organizational commitment will have a direct impact on the organization itself in the form of lower human resource management expenses, ongoing employee development, higher employee skill levels, and the ability for the organization to grow steadily and more sustainably.

The Effect of Trust, Knowledge Sharing, on Employee Performance through Organizational Commitment as an Intervening Variable in Shipping Companies in Surabaya

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Organizations strive to achieve success because the business environment is very competitive. Regardless of the size of the company and the company’s market share, every organization strives to manage employees so that they are able to work well. The company will manage its employees so that they run in line with the company’s goals, because one of the things that must be paid attention to in the company is the performance of its employees. Good employee performance can be seen from quality work results, producing quantities according to company standards, being on time, having high attendance, and being able to work together with fellow employees (Mathis and Jackson, in Damayanti et al., 2018). According to Mahmudi (2015:21), employee performance can be influenced by various factors, one of which is personal factors such as commitment. Based on Zehir et al. (2012), organizational commitment is a driver of organizational success, having the desire to fight for the organization, and belief in the goals and values ​​of the organization. Organizational commitment is a variable that is influenced by several factors. One factor that can influence organizational commitment is trust (Redha et al., 2022). Aziz and Abadiyah (2022) confirmed that there is a real influence of organizational commitment on employee performance, whereas Kertabudi and Aripin (2014) proved that there is no influence of organizational commitment on employee performance. Mukri et al. (2017), Hardiani and Prasetya (2018) prove the influence of trust on employee performance, however, research by Prasetyo et al. (2018) proves the opposite, namely that trust has no effect on employee performance. Meanwhile, trust has been proven to have no effect on employee performance with organizational commitment as an intervening variable by Aziz and Abadiyah (2022). Referring to the background described previously, it can be seen that there are still inconsistent research results regarding the influence of Trust, Knowledge Sharing, on Employee Performance through Organizational Commitment as an Intervening Variable.