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July 2025 DOI: https://doi.
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38035/glhr.
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Does Job Satisfaction as a Predictor for Organizational Commitment? Wustari L.
Mangundjaya1*.
Netty Merdiaty2 Faculty Psychology.
Bhayangkara larasati@dsn.
Faculty Psychology.
Bhayangkara merdiaty@dsn.
Jakarta Raya University.
Indonesia.
Jakarta Raya University.
Indonesia.
Corresponding Author: wustari.
larasati@dsn.
Abstract: This article offers practical insights of the effects of job satisfaction and organizational commitment in the workplace, specifically in the context of the large banking industries in Indonesia.
The data, gathered from 3047 banking employees across the country, was rigorously analysed using simple regression analysis.
The findings revealed that job satisfaction was a predictor of organizational commitment, with a score of 0.
205 or an influence 5%, for emerging organizational commitment, are highly significant.
The findings revealed that job satisfaction is a predictor of organizational commitment, with a score of 0.
or an influence of 20.
5%, to emerging organizational commitment.
Moreover, the results also indicated that job satisfaction was a more effective predictor of continuance commitment than the other two dimensions of organizational commitment.
This finding was further supported by the employeesAo motivation to join and stay in the organization.
The practical implications of these findings are substantial as they can be harnessed to foster employee engagement.
OCB, psychological well-being and and workplace well-being, thereby positively impacting the performance of both the employee and organization.
Keyword: affective organizational commitment, continuance organizational commitment, job satisfaction, normative organizational commitment, organizational commitment INTRODUCTION Organizational commitment an increasingly important concept in management, refers to the extent of an employee's dedication to their organization.
It is characterized by a willingness to work for the organization's objectives and a high likelihood of remaining a member.
This commitment is not only practical orientation towards the organization but also an awareness of the costs associated with leaving and a moral obligation to stay.
It can also be seen as a psychological attachment to the company where the employee works.
As a result, understanding the components of organizational commitment, such as aligning with the organization's values and goals, will make employees desire to work and stay .
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ffective commitmen.
By actively fostering these aspects, organizations can empower their employees, enhance their engagement and well-being, and ultimately increase job satisfaction and retention (Schultz & Schultz, 2.
Organizational commitment also believed can be used to handle various problems that related with the work conditions such as: reducing tun-over, reducing absenteeism, enhancing employee performance and employee well-being (Meyer & Allen, 1.
Meanwhile, job satisfaction is a concept that has been around for quite some time and has often been researched together with organizational commitment because the research on both issues is related to organizational success.
Organizational Commitment Organizational commitment as organizational commitment is a psychological condition that express the bounding between individual and organization that can influence the employee decision in terms of staying or leaving the organization (Meyer & Ellen,1.
Further.
Meyer and Ellen .
stated that organizational commitment has three-component as follows.
Affective Organizational Commitment is defined as an emotional attachment, identification, and employee engagement in the organization.
Affective organizational commitment is related to how much the organization's role enables employees to develop an emotional attachment to the organization.
Employees with a high level of affective commitment will retain their existence in the organization because they want to stay .
hey wil.
Continuance Commitment, is the attachment felt by the employees to the organization related to the awareness of the profits and losses they receive if they leave or stay in the This includes considerations from an economic perspective.
Employees who have this commitment relate their attachment to the organization based on the existence of a need .
hey need to do s.
Normative Commitment: This commitment reflects the feeling of compliance and remaining attached to the organization.
Employees with this commitment will obey the organization's rules, including formal and informal regulations.
They will also try to maintain loyalty to their organization as they have some obligations to fulfil.
In sum, employees who have high scores in this commitment feel they must stay in the organization .
hey ought to Meanwhile, various variables concerning affective commitment have been examined, and it has been stated that these variables become antecedents that influence the emergence of affective commitment.
These variables can be categorized as follows (Meyer & Allen, 1.
First.
Organizational Characteristics.
The organizational characteristics in question are all aspects and characteristics that exist and are related within the organization's scope.
Literature studies support the idea that organizational structure influences organizational commitment.
study by Greenberg .
showed that employees will have a higher level of affective commitment if they believe that the organization provides a complete and clear explanation of the policies.
Second.
Individual characteristics.
Individual characteristics which focus on demographic variables .
ender, age, tenure, and other demographics variable.
showed that they have correlated with organizational commitment.
However, the correlation between demographic variables and affective commitment is inconsistent.
Third.
Work Experiences.
this regard, how employees experience their work will relate to the organizational commitment.
Research by Jex .
showed that how employees see the organization as a source of rewarding output correlates with affective organizational commitment.
Furthermore, in terms of normative commitment, it showed that psychological contracts .
hich consist of the belief that the parties involved in the exchange of relationships respect each other's obligation.
between employees and the organization have correlated with normative organizational In this regard, employees with a solid normative commitment will remain in the organization because they believe it is the right and moral thing to do (Meyer & Allen, 1.
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July 2025 Job satisfaction Job satisfaction refers to the degree to which people like /satisfied or dislike/dissatisfied on their jobs (Spector, 1.
In other words, job satisfaction is defined as an emotional response of the individual to the social and physical conditions of the workplace.
Job satisfaction mainly consists of: salary, benefits, rewards .
, promotion, coworker, supervisor, communication, nature of work and operating condition.
Moreover, according to Herzberg .
stated that job satisfactions can be divided to two dimensions, namely .
Extrinsic, or hygiene, which is the resource are from the external of individual such as: salary, rewards, policies, relationship with superior and relationship with co-workers.
These aspects are the ones that can prevent people to be dissatisfied with the job, and .
Intrinsic, or motivator which is related with characteristics of the job, potential of advancement, self-recognition, actualization of need of achievement.
According to Herzberg the Hygiene factor is the that can make people satisfied with the job.
Relationship between job satisfaction and organizational commitment Previous research (Azeem, 2010.
Atrizka, et.
al, 2.
showed that there was significant positive correlation between job satisfaction and organizational commitment.
Moreover, the findings by Suma & Lesha .
also indicated that the satisfaction with work-itself, quality of supervision and pay satisfaction had significant positive influence on organizational commitment of the employees in other words, job satisfaction .
oth in terms of hygiene and motivato.
had positive influence on organizational commitment.
Meanwhile, as organizational commitment consists of three dimensions, then the following discussion below will explore the relationship between job satisfaction and the three dimensions of organizational commitment as follows:
Job satisfaction and affective organizational commitment Meyer.
Stanley.
Herscovitch & Topolnytsky, .
conducted a meta-analysis study between job satisfaction and the dimensions of organizational commitment, and the results showed that in general job satisfaction is more related to affective organizational commitment.
This study was supported by Kristiningsih, & Nuraini .
which showed that job satisfaction had a direct effect on affective commitment.
Moreover, job satisfaction significantly correlates with normative organizational commitment.
These results supported the previous results (Valaei & Rezaei, 2.
However, the results were not found to be consistent, as in some other studies, showed that job satisfaction had an insignificant impact on affective (Gunlu et al.
, 2010.
Donald et al.
, 2.
Job satisfaction and continuance organizational commitment Based on the hygiene concept in job satisfaction (Herzberg, 1.
, it showed that salary, benefits, facilities, policies, were related to continuance organizational commitment.
Thus, it can be assumed that employee involvement in continuous commitment is based only on the profit-loss conditions they receive (Meyer & Ellen, 1.
Meanwhile, research done by Donald et al.
, .
showed that there is positively correlation between job satisfaction and continuance organizational commitment.
However, the study done by Gundu et al.
, .
demonstrated that job satisfaction has an insignificant impact on continuance commitment.
Job satisfaction and normative organizational commitment Studies by Myer et al.
Gundu et al.
, 2.
demonstrated that job satisfaction is related to normative organizational commitment.
Based on the above discussion, the hypothesis for this study as follows:
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Thus, the model of this study is as follows Figure 1: Research Model 1
Figure 1, is the model to illustrate the correlation between job satisfaction and organizational commitment, which is job satisfaction as a predictor of organizational Figure 2: Research model 2
METHOD
This study uses 2 .
types of instruments as data collection tools as follows:
The job satisfaction measurement tool measures the extent to which a person responds or feels positive about his or her job, which results from an evaluation of various aspects of his or her job.
The measuring instrument used is based on SpectorAos .
In preparing job satisfaction measurement tools, the Likert-like scale type in general, satisfaction with several aspects of the job faced by each employee, namely management and HR policies, relationships between superiors and subordinates, satisfaction with the job itself, attention, satisfaction with opportunities for self-development, work climate, salary and welfare accepted, career planning, allowances and satisfaction with the facilities received during The organizational commitment measurement tool is used to measure the degree of attachment felt by employees to the organization where they work, which is reflected in affective orientation through identification with organizational goals and values and the desire to strive for the sake of the organization, awareness of the costs that will be associated with leaving the organization, and moral compliance with the desire to maintain membership for a stay in the organization.
There are 3 .
dimensions in organizational commitment, namely affective commitment and normative commitment.
And continuance commitment.
Like the job satisfaction measurement tool, the organizational commitment measurement tool uses the Likert-like scale Type and referenced domains to compile the statements.
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Disagree .
Less Agree .
Somewhat Agree .
Agree .
Strongly agree .
These six alternative answers make a fairly clear difference in the respondentsAo answers.
In addition, by providing alternative even answers, it can avoid the tendency of respondents to give neutral answers so that it is hoped that respondents can show their attitude.
To obtain a reliable measuring tool, reliability checks were carried out using the Cronbach Alpha method by producing an score for the job satisfaction measurement tool The score for the commitment measurement tool was .
The results of the test show that each measuring instrument has a coefficient level of more than 0.
80, so it can be relied on as a good measuring tool in this study.
In addition, the validity of the two measuring tools was checked with internal consistency and inter-item correlation techniques, the results of which were valid to measure what was to be measured by the research objectives.
Moreover, based on the scores obtained from the two measuring instruments, a normal distribution mapping was carried out on the mean value of each respondent, and the scoring norms for the two measuring instruments were determined as listed in the table below:
Table 1.
Norm Category Range Lower Limit High Medium Low 4 Ae 6.
8 Ae 4.
0 Ae 2.
Source: Data Analysis Upper Limit The lower and upper limits distinguish the primary conditions between high, medium, and low scores.
Characteristic of the respondents The respondents in this study are employees of one of the large banks in Indonesia.
They were randomly selected for all positions in each region.
The respondentAos profile can be seen in the table below.
Table 2.
Demographic profiles of workers Demographic Variable EmployeeAos Status Organic Contract Outsource Total Gender Male Female Total Tenure 0 Ae 2 years >2 Ae 5 years >5 Ae 10 years Demographic Variable Age < 22 y.
22 Ae 25 y.
26 Ae 35 y.
36 Ae 40 y.
>41 y.
Total Marital Status Married Not married Total Position Staff Instructor/Auditor/ Analyst/AO Supervisor/Section Head .
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Manager Division Head Total Educational Level Family Dependents Doctorate No dependents Master degree Undergraduate Diploma Sr.
High School Total 1 to 3 persons More than 3 persons Total Source: Data Analysis Table 2 above shows that the majority status of respondents is organic .
ermanent staf.
, with 2446 .
3%), male .
7%), the undergraduate level of education .
6%), and aged above 41 years old .
9%).
Their tenure of work mostly between 5-10 years .
7%), with staff positions 40.
9 %, married .
4%), and have dependents between 1-3 persons .
4%).
Data analysis The data obtained were analysed using descriptive analysis.
Pearson correlation, and simple regression methods to determine the relationship and influence of job satisfaction on organizational commitment.
In addition, to further deepen the understanding of the relationship
between job satisfaction and organizational commitment, this study also analysed the motivation of employees to choose to work in the organization and still work in the current
RESULTS AND DISCUSSION
Job satisfaction is a form of a person's feelings and expressions when he is able/unable to meet the expectations of his work process and performance.
In this case, several aspects of job satisfaction are measured to determine the level of job satisfaction of workers, including management and HR policies, relationships between superiors and subordinates, work, attention, self-development, work climate, salary and welfare, career planning, benefits, and Table 3: General Job Satisfaction Job Satisfaction Aspect Mean Category General Job Satisfaction Management and HR Policies Superior relationship Characteristic of Work Management Attention Self-development Work Climate Salary and Welfare Career Planning Allowances Facilities Source: Data Analysis Moderate Moderate Moderate High Moderate Moderate Moderate Moderate Moderate Moderate Moderate .
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3,77
4,08
3,53
4,45
4,25
3,40
4,30
3,43
Sup
Sel
Sal
r-su
Sat
3,76
Car
3,77
3,77
Allo Fac Source: Data Analysis Figure 3: Results of the job sastisfaction Based on the table 3 .
above, the average job satisfaction level of workers in general 77 on a scale of 1 .
to 6 .
This shows that the job satisfaction of workers in general is satisfactory.
Of all the aspects of job satisfaction, characteristics of work is the aspect that has the highest level of satisfaction with a mean value of 4.
45, which categorized as high job This condition is supported by a conducive working climate, opportunities for workers to develop themselves, and good leadership.
In addition, other aspects such as benefits, facilities, and career planning are considered satisfactory.
Meanwhile, three other aspects need to get attention from the management namely: management attention to workers .
, salary .
, and management policy .
, although those three aspects still considered to be Results of Organizational Commitment In this section, an overview of the commitment of workers to the organization where they work, work, and earn income will be given.
which is contained in the Table below:
Table 4 Organizational Commitment Organizational Commitment Mean General Organizational Commitment Affective Commitment Continuance Commitment Normative Commitment Source: Data Analysis Category High High Moderate Moderate .
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The Figure 2 further illustrates the condition of worker commitment.
5,14
4,49
General Organizational Commitment Affective Commitment Continuance Commitment Normative commitment Source: Data Analysis Figure 4: The results of organizational commitment Based on the data in Table 3 and Figure 4, it can be seen that in general, the average worker has a quite high level of organizational commitment .
The table above also shows that the score of affective commitment is the highest amongst the other two dimensions both continuance and normative organizational commitment which indicated that employees in this study like to stay in the organization as they have already an emotional attachment and had high loyalty to the workplace and they also love the job itself.
Meanwhile, the continuance organizational commitment was in the lowest rank .
Thus, workers stay and work in the organization not based on economic and financial profit and loss considerations but more on their emotional attachment to work.
Choosing the Workplace To identify the motivation of the employees in choosing the workplace, the respondents were given several statements regarding their reasons for choosing the organization as a place to work.
Everyone can choose more than one statement so that we only get an idea of how many employees choose to work for an organization for one reason and how many choose to work for another.
Since each person can choose more than one statement, the results of the data processing show a seemingly very large number, as shown in the following table 5.
Table 5 Reasons for Choosing an Organization as a Workplace Reasons in choosing a workplace Good Reputation The first company accepted them as employees.
Attractive wages/salaries and benefits Great career prospects Related to educational background Related to self-interests and talents Adequate facilities Recommendations from friends or relatives There is no other option to work anywhere else Source:Data Analysis Based on the table above, it shows that most respondents .
6 or 67.
8%), chose the .
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Further, the researcher tries to understand the motivation that make workers stay in the organization by asking them the reasons about why a person still stay in the organization.
In this section respondents may answer more than one explanation.
Some of the answers are shown in the table below:
Reasons for still saying in the organization Table 6.
Reasons for still staying in the organization Reasons for Still staying in the organization Have a good relationship with coworkers Comfortable working climate or atmosphere Having Fun at Work Financially secure Have a good relationship with the superior There is no better job offered Already feel comfortable work in the organization Source: Data Analysis Table 6 .
above shows that 1680 out of 3047 respondents chose to continue working because they had a good relationship with colleagues.
Meanwhile, only 15.
3% of respondents stated that they have already felt at home, and 20.
7% were still working in the organization because they had not been offering a better job.
Job satisfaction and organizational Commitment To identify the correlation between workers' job satisfaction and organizational commitment, a correlational calculation was carried out to see the relationship between the two and a regression calculation was performed to see which factors have the greatest influence on organizational commitment.
Table 7.
The Relationship between Job Satisfaction and Organizational Commitment Variable The Relationship between Job Satisfaction and Organizational Commitment The Relationship between Job Satisfaction and Affective Commitment The Relationship between Job Satisfaction and Continuance Commitment The relationship between job satisfaction and Normative Commitment ** Los at p<0.
Source: Data Analysis RA Sig The table above shows that job satisfaction is positively and significantly related to the organizational commitment.
The results showed that the relationship between job satisfaction and overall organizational commitment is 0.
ignificant at the significance level of 0.
01 or 99% accurat.
in other words, it can be concluded that the higher the level of organizational satisfaction, the higher the organizational commitment of workers.
Furthermore, it can be seen that from the results of the regression calculation, it showed that the relationship between job .
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205, which means that the degree of variation in job satisfaction is influenced by 20% by organizational commitment.
Other factors influence the rest.
In addition, it can be seen that the correlation between job satisfaction and continuance commitment is the highest, which has an R square value of 0.
meaning that 17% of continuance commitment is influenced by job satisfaction, and other variables influence the rest.
This result is supporting the theory about the relationship between job satisfaction and continuance organizational commitment.
Demographic profile of job satisfaction and organizational commitment Research shows that job satisfaction and organizational commitment are influenced by personal factors such as age, gender, marital status, education level, and even the number of dependents one has.
This study also showed some significant differences in the demographic profile regarding job satisfaction and organizational commitment.
Further, job satisfaction and organizational commitment were assumed to be affected by other factors related to the job, such as employment status, length of service, and the current position.
Based on the results obtained in this study, it appears that not all results show significant mean differences.
In terms of job satisfaction, it showed that there are some significant differences in .
gender, which is male has the highest average score of 3.
tenure, it showed that over 25 years had an average score of 4.
02 with p<0.
01, .
at the education level it shows that Senior high school had the highest score of 4.
03 with p<0.
Meanwhile, .
the position also had significant differences, which shows that the highest average score lies in Supervisor/Section Head, with a score of 3.
93 and p<0.
Further, based on the results obtained, organizational commitment is influenced by several factors, such as .
employment status, which shows that the highest average score for organic employees lies in organic employees .
ith a score of 3.
54, with p<0.
In terms of .
tenure, the results showed that employee who has been working more than 25 years had the highest of employee engagement .
ith the score of 4.
77, and p<0.
The educational level also had significant differences, with Senior high school graduates having the highest score .
ith a score of 4.
85 and of 4.
56, and p<0.
01 is the highest scor.
Lastly, the number of dependents also showed significant differences.
which family with more than three dependents has the highest average score .
63 and p<0.
However, although they have mean significant differences, no correlation was found between demographic profile with job satisfaction and organizational commitment.
Meanwhile.
Meyer et al.
said that based on their metaanalysis results research, a relationship existed between a person's position level and the organization's commitment, although the correlation was small.
The results show that job satisfaction is one of the predictors and has a significant positive effect on organizational commitment.
Consequently, the better the job satisfaction employees feel, the higher the organizational commitment.
vice versa.
if employees feel dissatisfied, it will reduce their commitment to the company.
This result aligns with previous research (Atrizka et , 2021.
Puspitawati & Riana, 2014.
Wahyudi & Sudibya, 2016.
Sunarto et al.
, 2.
, which shows that job satisfaction has a positive relationship and can be one of the predictors of the emergence of organizational commitment.
This study also supported the previous study done by Wang et al.
, which focused on healthcare professionals in Shenzhen.
China, who also found a significant positive correlation between job satisfaction and organizational Additionally, a study by Pinto and Gonzaga .
emphasized the importance of job satisfaction and organizational commitment in minimizing employee turnover intentions.
This research reaffirmed that high job satisfaction and organizational commitment are crucial in retaining employees.
The study revealed that job satisfaction has an impact on affective organizational commitment, which can be said that job satisfaction as a predictor of affective organizational 10 | P a g e https://greenationpublisher.
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July 2025 This supported the previous study done by the researchers (Meyer.
Stanley.
Herscovitch & Topolnytsky, 2002.
Gunlu et al.
, 2010.
Donald et al.
, 2016.
Valaei & Rezaei.
Kristiningsih, & Nuraini, 2.
The results also found that job satisfaction significantly correlates with normative organizational commitment.
These results supported the previous results (Valaei & Rezaei, 2.
investigated this relationship among employees in ICT-SMEs and found that job satisfaction facets like payment, promotion, fringe benefits, supervision, contingent rewards, operating procedures, and the nature of the work were positively associated with normative Job satisfaction as a predictor in the emergence of continuance commitment.
The results also showed a stronger relationship between job satisfaction and continuance organizational commitment than affective or normative organizational commitment.
This was assumed because job satisfaction is mainly related to external aspects .
, including salary, facilities, management policies, and the relationship between superiors, subordinates, and colleagues, enabling employee job satisfaction (Herzberg in Munandar 2.
In addition, it can also be seen that this is also related to the reason why employees choose to work in the organization or continue to work in the organization, among others, because of high wages/salaries, comfortable financial conditions, facilities, and good relationships with colleagues and the superiors.
Job satisfaction deserves to be researched as due to previous researchers- (Tanujaya.
Marcheline & Adiati, 2.
, job satisfaction has a positive and significant relationship with psychological well-being where the more employees feel job satisfaction, the higher the level of psychological well-being they have, which is ultimately expected to increase the level of employee well-being at work .
orkplace wellbein.
In addition, the results of previous research show that job satisfaction will improve organizational citizenship behaviour (OCB), which makes them happy to do various things for the organization (Mangundjaya, 2.
Ellemer et al.
n Tella et al.
, 2.
found that the gender variable was not related to organizational commitment .
ach of the three types of commitment was not related to gende.
This is also based on the results of the Meyer & Allen .
study, which stated that the difference in gender on commitment is not significant.
In contrast, the difference is more due to the difference in job characteristics between women and men.
Meanwhile, studies about employee engagement are also critical, as employee engagement has influenced the emergence of OCB (Dabral, 2.
This study has limitations, such as .
this research was conducted at 1 .
organization only, which engaged in the banking industry, where each organization has its own characteristics and organizational culture.
To obtain more complete results, further research is needed on organizations with different types of businesses.
CONCLUSION
The results show that job satisfaction was a predictor of organizational commitment, which is not only limited to continuous commitments but also correlates with affective and normative commitment.
With job satisfaction that led to organizational commitment, employees will be happy to stay working and loyal to the organization.
Job satisfaction is necessary because this will enable to develop not only the organizational commitment, but also psychological well-being, work organizational well-being.
OCB, and employee engagement, which ultimately improving organizational performance.
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REFERENCES