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AFFECTIVE ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION: A CROSS‐NATIONAL COMPARATIVE STUDY
Author(s) -
CHORDIYA RASHMI,
SABHARWAL MEGHNA,
GOODMAN DOUG
Publication year - 2017
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12306
Subject(s) - organizational commitment , affective events theory , context (archaeology) , job satisfaction , antecedent (behavioral psychology) , psychology , affect (linguistics) , public relations , quality (philosophy) , competition (biology) , business , social psychology , job performance , marketing , political science , job attitude , paleontology , philosophy , ecology , communication , epistemology , biology
Public managers across countries are faced with challenges of attracting and retaining high‐quality employees in the context of widespread financial constraints and increasing inter‐sectoral competition. These changing circumstances have reinforced the need to enhance public employees' affective organizational commitment, which is related to important outcomes such as employees' performance and retention. However, we know little about the factors that can positively influence affective organizational commitment in a cross‐national context. This study applies a cross‐national comparative approach using data from four US states (Oregon, Florida, Washington, and Utah) and India to examine the factors influencing affective organizational commitment. We focus mainly on the effects of job satisfaction, which is considered to be the most important antecedent of affective organizational commitment. Our findings indicate that, in both countries' contexts, job satisfaction has a significant positive impact on affective organizational commitment. We also examine the US –India differences in the levels of affective organizational commitment. Findings indicate that, compared to the four US states of Oregon, Florida, Washington, and Utah, affective organizational commitment is significantly higher among Indian public managers.