This paper proposes a quantitative approach with statistical techniques for identifying the relationship between Internal Corporate Social Responsibility (ICSR) and Affective Commitment (AC) and clarifying the mediating effects of job satisfaction of employee. Five factors of ICSR including human rights, training and education, health and safety, work-life balance, and workplace diversity were examined. The major method in this paper is based on the quantitative approach, in which statistical techniques including Factor Analysis, Multiple Regression, and Path Analyses were performed. The unit of analysis was at individual level with the sample size of 233 employees who are working in different departments. The findings of this study showed that the higher levels of human rights, health and safety, job satisfaction and work-life balance employees were perceived at the higher level of AC. Based on the results of the path analysis, this study argued that to achieve high employee AC, employers should reach higher level of employee job satisfaction and improve human rights, health and safety and work-life balance. Although there were limitations, this study is expected to highlight several implications for small and medium companies in building ICSR.

This article concentrates on extending a theoretical framework by exploring employees’ willingness to report unethical issues under the effects of ethical leadership, public service motivation, peer relationship, affective commitment, and fairness. By using structural equation modeling to analyze data collection from 320 public servants in Ho Chi Minh City, Vietnam, the results demonstrate that all the mentioned factors are positively correlated with willingness to report unethical issues in the context of the public sector, except for public service motivation. The findings open a potential path for future investigation of affective commitment and fairness as mediators that help to stimulate the behavioral reports of misconduct at workplaces. The new findings expand the literature in the public sector and suggest possible solutions to promote an energetically ethical environment.

The purpose of this study is to empirically examine the effects of compassion experienced by small-to-medium enterprise (SME) employees on affective commitment through authenticity and positive emotion. This study was conducted with 200 employees working at SMEs located in South Korea. The results show that the relationships between compassion and authenticity, between authenticity and positive emotion, between positive emotion and affective commit-ment, and between compassion and affective commitment were significant. In addition, the relationship between compassion and affective commitment was significantly double-mediated by authenticity and positive emotion. The results provide a meaningful implication that SME employees would build authenticity and positive emotions by experiencing compassion and that those who build authenticity and positive emotions would enhance their affective commitment.

The objective of this study was to determine the impact of internal marketing on the organizational commitment of employees in the retail sector. The method used was a quantitative correlational approach, at an explanatory level with a non-experimental design. The study sample consisted of 392 workers belonging to the retail sector. The results generated by structural equations show that specific relationships have p < 0.05, i.e. all the proposed hypotheses are accepted in the proposed correlation between internal marketing and the three types of organizational commitment, among them the affective commitment, which generates emotional ties between the employee and the organization, feeling proud to remain in the same linking the values and objectives of the same as their own goals, the commitment of permanence, which implies the risks involved in separating from the organization as well as the loss of all the benefits obtained and how these would be difficult to obtain if the employee were to leave the organization. Finally, the normative commitment, which arises when the employee perceives some kind of opportunity or special benefit in the organization, thus generating a bond of moral reciprocity, i.e. a bond of loyalty. The conclusion of the study is that the use of internal marketing for personnel selection is a fundamental tool for achieving acceptable levels of the three types of commitment mentioned above. This ensures the efficiency of the company both internally and externally, with long-term results.

Success of any organization depends on the performance of its employees. Enhancing organizational commitment among employees is an important aspect to perform better. The purpose of this study is to examine the effect of three components of organizational commitment; namely Affective, Continuance and Normative commitment, on employee’s performance. The study is applied among 244 employees of Cooperatives, Labor and Social Welfare department of Markazi Province using a single-stage cluster sampling. The study uses a standard questionnaire for organizational commitment developed by Allen and Meyer and job performance questionnaire developed by Patterson were used to gather data. Structural equations modeling (SEM) technique has been used for data analysis. The result of this analysis indicates that the organizational commitment had a positive significant effect on the job performance. In addition, the study also showed that all three dimensions of organizational commitment, Affective, continuance, and normative commitment, had a positive significant effect on the job performance. From the findings, it has been proved that job performance was strongly associated with employee & apos; s commitment.

This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991) [Denison, D. R., & Spreitzer, G. M. (1991). Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1), 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.

Organizational commitment is an important issue and organization attitude has become an area of study among many researchers in the fields of organizational behavior. In fact, there are many studies on human resource management where the effects of organizational commitment on other issues have been investigated and the purpose of this research is to find critical factors influencing on organizational commitment. Based on an exploration of the literature review and interviews, the proposed study of this paper extracts 24 variables and using factor analysis, we select the most important factors, which are grouped in four categories. The implementation of our factor analysis has revealed Affective commitment, Continuous commitment, Moral commitment and Enduring commitment are the most important factors influencing organizational commitment.

This paper presents an empirical investigation to study the relationship between social capital and organizational commitment. The study considers the relationship between social capital with three components of organizational commitment; namely, affective commitment, continuous and normative commitment. The study has been applied among a sample of 292 regular employees who worked for an Iranian bank located in city of Tehran, Iran. The implementation of Pearson correlation has indicated that there were positive and meaningful relationships between social capital and affective commitment (r = 0.197, Sig. = 0.01), continuous (r = 0.308, Sig. = 0.01) and normative commitment (r = 0.423, Sig. = 0.01). In addition, the study has detected that women had more commitment on their organization than men did. The proposed study of this paper has also considered a regression model where organizational commitment is dependent variable and trust and communication are considered as independent variables. According to the results of regression analysis, an increase of one unit in trust and social capital communication will increase organizational commitment by 0.189 and 0.204, respectively.

During the past few years, organizational commitment has been a major concern in different
types of business activities including banking industry. In this paper, we present an empirical
investigation to study the relationship between social entrepreneurship and organizational
commitment. The proposed study of this paper adapts a standard questionnaire developed by
Meyer and Allen [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of
organizational commitment. Human resource management review, 1(1), 61-89]. Cronbach
alpha has been calculated for affective commitment, employee engagement and normative
commitment as 0.77, 0.79 and 0.61, respectively. The results of survey indicate that affective
commitment, employee engagement and normative commitment have positively influenced
organizational commitment, significantly. In addition, Freedman test has indicated that
normative commitment is number one priority with mean rank of 2.85 followed by affective
commitment with mean rank of 2.47 and employee engagement with the mean rank of 2.26.

This research surveys the relationship between emotional intelligence and organizational indifference through a commitment. The study first presents theoretical models over the investigation then six hypotheses are developed based on the conceptual model for this opinion. Questionnaire contains 16 questions for organizational indifference and 20 questions for organizational commitment and 23 questions for emotional intelligence. The Cronbach & apos; s alpha of organizational indifference questionnaire is 0.938 and the Cronbach & apos; s alpha of organizational commitment questionnaire is equal to 0.802 and Emotional Intelligence questionnaire reliability coefficient is 0.961. Both questionnaires maintain sufficient reliability because their Cronbach alphas are more than 0.7. The sample size is chosen according KREJCIE and Morgan table and is equal to 235 people. Kolmongrov – Smirnov test is used for normality of the obtained data. Research hypothesis and the correlations between variables are tested by Spearman correlation test. The results imply approval of all research hypotheses and significant relationship between emotional intelligence and organizational indifference.