Kesan kepuasan kerja terhadap komitmen organisasi di kalangan kakitangan pegawai Kastam di Negeri Selangor

• المؤلف الرئيسي: Abd Aziz, Mohd Ilhami
• التنسيق: أطروحة
• اللغة: English; English
• منشور في: 2019
• الموضوعات: HD28-70 Management. Industrial Management
• الوصول للمادة أونلاين: https://etd.uum.edu.my/7973/1/818898_1.pdf; https://etd.uum.edu.my/7973/2/818898-2.pdf; https://etd.uum.edu.my/7973/

This research discussed the effect of job satisfaction on organizational commitment at the Royal Customs of Malaysia, Selangor Branch. It was conducted to achieve three main objectives: (a) to investigate whether intrinsic and extrinsic job satisfaction affect effective commitment, (b) to examine whether intrinsic and extrinsic job satisfaction affect normative commitment, and (c) to evaluate whether intrinsic and extrinsic job satisfaction affect continuance commitment. By using proportionate stratified random sampling, this study involved the distribution of questionnaires amongst 265 staff from Grades W19 to W44 of the Royal Customs Selangor Branch. Furthermore, this study employed the Job Satisfaction Measurement constructed by Spector (1994) to identify intrinsic and extrinsic job satisfaction, while Mayer and Allen’s (1991) organizational commitment scale was employed to measure staff’s commitment. The result of the factor analysis reveals that reward, benefit, salary and promotion are the dimensions representing job satisfaction. Bear in mind that these dimensions represent intrinsic job satisfaction. For organizational commitment, the factor analysis extracted dimensions suggested by Mayer and Allen (1994), which are continuance, affective and normative. To examine the effect of dimensions of job satisfaction on organizational commitment, multiple regression analysis was performed. The result shows that reward and promotion affect continuous and affective commitment; and lastly, normative commitment is affected by only promotion. In other words, to maintain staffs’ commitment in organization, the management must relook the process and procedure of promotion and giving appropriate rewards that are suitable with the enforcement duties of the Royal Customs. The implications of the findings, future research and practice, and the limitations of the present study are also discussed.