Determining the Relationships between the Components of Organizational Commitment and Job Performance: An Empirical Study

Abstract

The main objective of this study is to determine the relationships between the components of organizational commitment (such as, affective commitment, continuance commitment, and normative commitment) and job performance with the samples drawn from the private organizations in Chittagong, Bangladesh. This study adopted a survey design, thus, the data were collected from 187 executives, who were working at different private organizations within the city of Chittagong. The respondents were asked to rate their own commitment towards their own organizations along with their own job performance with the help of printed self-rated survey instruments. Organizational commitment was measured by Meyer and Allen’s (1997)Questionnaire while job performance was assessed by Tsui et al.’s (1997)Scale. This study used convenience sampling techniques. Descriptive, correlation, and regression analyses were used to clarify the relationships. Results reported a positive correlation between affective commitment and job performance as well as normative commitment and job performance while a non-significant relationship was found between continuance commitment and job performance. An important implication of the study is that supervisors should take initiative to increase their own and others’ organizational commitment to improve employee job performance. The most important limitation was in using convenience samples which may limit the generalizability of the results. Future research directions are also discussed.