Relaionship between Employee-Organization Congruence (perceived) and Organizational Commitment in the Sri Lankan Apparel Sector

G.D.N. Perera; Ali Khatibi; N.N.J. Navarathna

doi:10.18034/abr.v1i2.132

Authors

G.D.N. Perera University of Sri Jayewardenapura
Ali Khatibi Management & Science University
N.N.J. Navarathna University of Colombo

DOI:

https://doi.org/10.18034/abr.v1i2.132

Keywords:

Employee Organization Congruence, Organizational Commitment, Factory Workers, Apparel Sector, Sri Lanka

Abstract

The objective of this research paper was to investigate the relationship between perceived Employee-Organization congruence (EOC) and Organizational Commitment (OC) in the Sri Lankan apparel sector. The present study, which was part of a comprehensive study Employee-Organization congruence (EOC) and attitudes, empirically evaluated seven perceived EOC related factors that could have effect on EOC namely supportiveness, innovation, aggressiveness, attention to detail, outcome orientation, emphasis on rewards, team orientation and three OC factors ,that is affective, normative and effective commitments. The study involved 175 machine operators who were selected from 05 large garment factories in Sri Lanka. The results indicated that all the EOC variables were positively and significantly correlated to OC. This study would be an effective contribution in the existing body of knowledge. Human Resource Managers and other recruiters may be helped to recognize the significance of perceived EOC and OC as well as their relationship with each other for ensuring selection of machine operators. Perceived congruence in the organization, will help creating and maintaining a conducive environment for improving organizational commitment of the machine operators which will ultimately result in enhanced efficacy and effectiveness of the organization.

Downloads

Download data is not yet available.

Author Biographies

G.D.N. Perera, University of Sri Jayewardenapura

Department of Human Resource Management, University of Sri Jayewardenapura, SRI LANKA

Ali Khatibi, Management & Science University

Professor, Faculty of Business Management & Professional Studies, Management & Science University, MALAYSIA

N.N.J. Navarathna, University of Colombo

Department of HRM, Faculty of Management and Finance, University of Colombo, SRI LANKA

References

Addae, H.M., Parboteeah, K.P. and Velinor.N.(2008).Role stressors and organi-zational commitment :Public sector employment in St.Lucia.International journal of manpower,29(6),567-582.

Ambrose, M. L., Arnaud, A., & Schminke, M. (2008). Individual Moral Devel-opment and Ethical Climate: Theinfluence of Person-Organization Fit on Job Attitudes. Journal of Business Ethics, 77, 323-333.http://dx.doi.org/10.1007/s10551-007-9352-1.

Brown, A. L., Zimmerman, R. D. & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58, 281–342.

Carlson,K.D. and Herdman,A.O.(2005).Measures of person work environment fit constructs:conceptual ambiguity and empirical reality.Presented at the 65th Annual meeting of the Academy of Management,Hawaii.

Coldwell, D., Billberry, J., Van Meurs, N. & Marsh, P. (2004). The effect of person organization fit on employee attraction and retention; towards a testable, explanatory model; workforce and retention study. Planning Institute of Australia (SA Division), 87-117.

Dawley. D. D., Andrews M. C. & Bucklew, N. S. (2010). Enhancing the ties that bind: mentoring as a moderator. Career Development International, 15(3), 259-278.

Edwards, B.D., Bell.S.T. , Arthur. W. and Decuir. A.D. (2008).Relationships between facets job satisfaction, task, and contextual performance. Applied Psychology. An International Review, 57, 3, 441-465.

Edwards, J.R and Cable, D.M.(2009).The value of value congruence. Journal of Applied Psychology.94 (3).654-677.

Hamdan,M.H.(2011).Mediators of the relationship between person-organization fit and outcome. School of management ,faculty of business, Queensland University of Technology, Australia.

Hoffman, B. J. & Woehr, D. J. (2006). A quantitative review of the relationship between person–organization fit and behavioral outcomes. Journal of Voca-tional Behavior, 68, 389–399.

Jansen,K. and Kristof-Brown.A.(2006).Toward a multi dimensional theory of person- environment fit. Journal of Managerial Issues.28.193-212.

Lewin.K.(1935).Dynamic theory of personality, New York: McGraw -Hill.

Meyer, J. P., & Allen, N. J. (1991). A three component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.

Mowday; R. T. Steers, R. M., and Porter, L. W.(1982) “The Measurement of Organizational Commitment”, Journal of Vocational Behavior, Vol.14, pp.224-227.

Muchinsky, P. M., & Monahan, C. J. (1987). What is person–environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31, 268–277.

O'Reilly III, C.A, Chatman, J. & Caldwell, D.F. (1991). People and organizational culture: A profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34, 487-516.

Sekiguchi, T. (2003). A contingency perspective on the importance of P-J fit and P-O fit in employee selection. Paper presented at the Annual Conference of Academy of Management, Seattle, WA.

The Pennsylvania State University (2011). Lesson 12: Work and organizational commitment: Introduction to Work and Organizational Commitment. Retrieved from Lecture Notes Online Web site https://cms.psu.edu/section/content/default.asp?WCI=pgDisplay&WCU=CRSCNT&ENTRY_ID=97D4659902F4475D805509F12683C53D

Wheeler, A. R., Gallagher, V. C. Brouer, R. L. & Sablynski, C. J. (2007). When person–organization (mis)fit and (dis)satisfaction lead to turnover: The mod-erating role of perceived job mobility. Journal of Managerial Psychology, 22(2), 203–219.

--0--