
Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?
Author(s) -
Li Yu Tseng,
TianShyug Lee
Publication year - 2011
Publication title -
international journal of business administration
Language(s) - English
Resource type - Journals
eISSN - 1923-4015
pISSN - 1923-4007
DOI - 10.5430/ijba.v2n2p94
Subject(s) - organizational commitment , lisrel , organizational culture , organizational performance , personality , job performance , task (project management) , business , high tech , psychology , marketing , management , job satisfaction , social psychology , structural equation modeling , computer science , economics , machine learning , political science , law
Prior studies about task performance within the high-tech industry have focused mainly on the relationship among working stress, working characteristics, employee motivation, and the compensation system. This study, however, examines whether employee personality, organizational culture, and different leadership styles have an impact on organizational commitment and hence increase the employee’s task performance. To study this issue, 304 employees from high-tech public companies in Taiwan were selected as illustrative example, and LISREL software was used as the analytic tool. The research findings indicate that high-tech companies whose employees exhibit personality characteristics such as competition and high ambition (typically “Type A”) have a positive effect on organizational commitment. Second, high-tech companies exhibiting an innovative and supportive culture also have significant impact on organizational commitment. Third, employees with more value commitment and effort commitment show increased task performance. In addition, organizational commitment acted as an intermediary role between employee personality characteristics, organizational culture, and task performance; that is, employee personality characteristics and organizational culture indirectly influenced task performance through organizational commitment