DEVELOPMENT AND VALIDATION OF

THE ORGANIZATION COMMITMENT MODEL

MS. UMAPORN SUWANONT

A Thesis submitted in Partial Fulfillment of the Requirements

For the Degree of Master of Business Administration

Department of International Business

International College

University of the Thai Chamber of Commerce

2010

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DEVELOPMENT AND VALIDATION OF

THE ORGANIZATION COMMITMENT MODEL

UMAPORN SUWANONT

A Thesis submitted in Partial Fulfillment of the Requirements

For the Degree of Master of Business Administration

Department of International Business

International College

University of the Thai Chamber of Commerce

2010

© Copyright by University of the Thai Chamber of Commerce

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APPROVAL INTERNATIONAL COLLEGE

Master of Business Administration Degree

International Business Major Field

Title Development and validation of the organization commitment model

Umaporn Suwanont 2010 Name Graduate Year

Accepted by International College, University of the Thai Chamber of Commerce in Partial Fulfillment of the Requirement for the Master’s Degree.

……………………………………… Dean, International College (Ajan Chalit Limpanavech) Thesis Committee ……………………………………… Chairperson (Dr. Pussadee Polsaram) ……………………………………… Thesis Advisor (Dr. Phusit Wonglorsaichon) ……………………………………… Member (Dr. Piraphong Foosiri) ……………………………………… Member (Dr. Suthawan Chirapanda) ……………………………………… External Committee (Assoc.Prof.Sriaroon Resanond)

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Thesis Title: Development and validation of the organization commitment model.

Name: Umaporn Suwanont

Degree: Master of Business Administration

Major Field: International Business

Thesis Advisor: Dr. Phusit Wonglorsaichon

Graduate Year: 2010

ABSTRACT

This study purposes to find out the mediating effect of perceived organization

support on organization commitment by using human resource practices, organizational

justice there with. The study aims to develop and validation of organization commitment

model. The sample of this study is the employees from simple random sampling of

several organizations in Bangkok.

The structural equation model (SEM) was used to measure the study through by

the LISREL 8.8 program (student version). The data were collected by using

questionnaire survey. The respondents of the study were total 400 employees in the

survey, it is about 254 were female and 146 were male.

Based on the results of the research model, the results indicate that the entire

path are significant and the model produces overall fit χ² of 21.66 with p = 0.11, and

RMSEA of 0.034 which was within the acceptable level. Besides, the incremental fit and

parsimony fit are also indicated good fit of the model. The entire coefficient has positive

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sign except organizational justice with negative sign. In addition, the absolute fit,

incremental fit and parsimony fit measure also indicated good fit of the model.

Perceived organization support has positive and significant relationship mediated with

human resource practices on organization commitment. However, it has negatively with

organizational justice on organization commitment.

The finding of the research provides a method of implementation for the human

resource management. The human resource management should understanding and

improving the components of human resource practices in order to enhance the

employee’s perception of perceived organization support that ultimately it will lead to

increase the organization commitment effectively. The human resource management

should also realize that employees place most important in training and development

and rewards. The training and development influences the perceptions how well

organization treat them for succeed in their careers and it would be the opportunity for

them to grow together with the organization. Further, the rewards, that are not only refer

to a touchable thing but also include a favor comment or praise, can motivate

employees completely do their jobs, and it also enhancing them to have more

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หวขอวจย: การพฒนาและตรวจสอบโครงสรางของความผกพนของพนกงาน

ทมตอองคกร

ชอผวจย: อมาพร สวนนท

ปรญญา: ปรญญาโท บรหารธรกจ

สาขาวชา: ธรกจระหวางประเทศ

อาจารยทปรกษา: ดร. ภษต วงศหลอสายชล

ปการศกษา: 2553

บทคดยอ

การวจยนมจดประสงคทจะศกษาอทธพลทเกดขน จากการรบรการสนบสนนขององคกร

ทมตอพนกงานในการปฏบตงาน มผลตอความผกพนของพนกงานตอองคกร โดยผานอทธพล

ของการปฏบตงานของฝายบรหารงานบคคล และความยตธรรมในองคกร การศกษานมงศกษา

จากพนกงานจากองคกร หรอบรษทโดยทวไปในกรงเทพมหานคร

การศกษานใชแบบสมการโคตรสราง (The structural equation model or SEM) เพอ

ศกษา และทดสอบอทธพลทเกดขนจากตวแปรภายนอกประกอบดวย การปฏบตงานของฝาย

บรหารงานบคคล และความยตธรรมในองคกร โดยตวแปรภายนอกนจะสงผลถงตวแปรคนกลาง

การรบรการสนบสนนขององคกรทมตอพนกงานในการปฏบตงาน ทสงผลถงตวแปรภายในคอ

ความผกพนของพนกงานทมตอองคกร การเกบขอมลดวยการใชผลส ารวจจากแบบสอบถาม

จากจ านวนพนกงานทงหมด 400 คน ประกอบดวยพนกงานเพศหญง 254 คน และเพศชาย

146 คน

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ผลการวจยพบวา คาความสอดคลองของขอมล χ² = 21.66 (p = 0.11) อยในระดบด

และ RMSEA = 0.034 นนอยในเกณฑทยอมรบได นอกจากนคา incremental fit และคา

parsimony fit กบอกถงผลลพธระดบดของโครงสรางงานวจย โดยผลวจยดงกลาว ระบวา

ความสมพนธของ การรบรการสนบสนนขององคกรทมตอพนกงานในการปฏบตงานทเปนตว

แปรคนกลาง มทศทางเดยวกนอยางมนยยะส าคญตอ ความผกพนตอองคกร โดยไดรบอธพล

จากการปฏบตงานของฝายการบรหารงานบคคล และ ในทางกลบกนการปฏบตงานของฝาย

การบรหารงานบคคลมความสมพนธในทศทางตรงกนขามกบความยตธรรมในองคกร ซงไม

สงผลตอการรบรของพนกงาน เพอทจะพฒนา

การศกษานเปนแนวทางในการบรหาร ตอฝายทรพยากรบคคลดงน ฝายทรพยากร

บคคลควรมความเขาใจในการปรบปรง แกไขการปฏบตการบรหารงานบคคลเพอทจะเพมการ

รบรการสนบสนนขององคกร ซงสามารถเปนตวแปรในการเพมความผกพนของพนกงานทมตอ

องคกรอยางมประสทธภาพ นอกจากนนฝายบรหารงานบคคลควรตระหนกถง ตวแปรท

พนกงานใหความส าคญ ซงผลวจยระบวา พนกงานใหความส าคญมากทสดกบ การฝกอบรม

และพฒนา และ ผลตอบแทน จากตวประกอบทงหมดของการปฏบตงานของการบรหารงาน

บคคล การฝกอบรมและพฒนานจะสงผลถงการรบรของพนกงานในองคกรวา พนกงานไดรบ

การปฏบตโดยองคกรอยางไร เพอทจะใหพนกงานประสบความส าเรจในอาชพของตน อกทงยง

เปนโอกาสทพนกงานจะเตบโตไปพรอมกบองคกร ในท านองเดยวกนในเรองของผลตอบแทน ท

รวมถง ค าชม หรอ การประกาศเกยรตคณ ยงเปนอกตงแปรนง ซงสงผลใหพนกงานมก าลงใจ

ในการท างาน รบผดชอบในหนาทของตนอยางเตมความสามารถ อกทงยงเปนตวแปรส าคญ

เพอเพมระดบของความผกพนของพนกงานทมตอองคกร

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ACKNOWLEDGEMENTS

It is my pleasure to thank all people who made this thesis possible, this thesis

would not have been possible unless without a guidance and a support.

Firstly, it is an honor for me to express my gratitude to my advisor,

Dr. Phusit Wonglorsaichon for his guidance, suggestions and support throughout my

research. I’m overwhelmed with his inspiration and empowering me to done my thesis.

He is a great teacher, his teaching and enthusiasm will always last.

I also would like to show my gratitude to the committee members, Assoc. Prof.

Sriaroon Resanond, Dr. Pussadee Polsaram, Dr. Piraphong Foosiri, and Dr. Suthawan

Chirapanda for every valuable comments and guidance for my research paper.

I owe my deepest gratitude to papa and my family members. Without their

precept, support and encouragement, the completion this study would be impossible.

I’m indebted to my colleagues, Ms. Russama Jittawisuthikul who gave the extra

classes for every subject since we had studied in Global MBA, and I would like to

thank you everyone who assisting and providing valuable information and data

collection.

I’m heartily thankful to the UTCC librarians, every websites, and especially

thanks for www.google.com and www.youtube.com that provides the data since I have

been study throughout I finish the thesis.

Umaporn Suwanont

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TABLE OF CONTENTS

Page

ENGLISH ABSTRACT ....................................................................................................... IV

THAI ABSTRCT ................................................................................................................ VI

ACKNOWLEDGEMENTS ................................................................................................. VIII

TABLE OF CONTENTS ..................................................................................................... IX

LIST OF TABLES .............................................................................................................. XII

LIST OF FIGURES ........................................................................................................... XIII

CHAPTER 1: INTRODUCTION ........................................................................................ 14

1.1 Background of the study ..................................................................................... 15

1.2 Statement of the problem .................................................................................... 16

1.3 Research objectives ............................................................................................ 17

1.4 Scope of the research ......................................................................................... 18

1.5 Research questions ............................................................................................. 18

1.6 Expected benefits ................................................................................................ 19

1.7 Operation definition ............................................................................................. 20

CHAPTER 2: LITERATURE REVIEW .............................................................................. 23

2.1 Organization commitment .................................................................................. 24

2.2 Perceived organization support ......................................................................... 27

2.3 Human resource practices ................................................................................. 31

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TABLE OF CONTENTS (CONTINUED)

Page

2.4 Organizational justice ......................................................................................... 38

2.5 Variables table ..................................................................................................... 40

2.6 Theoretical framework ......................................................................................... 41

2.7 Conceptual framework ......................................................................................... 43

CHAPTER 3: RESEARCH METHODOLOGY .................................................................. 45

3.1 Research design .................................................................................................. 46

3.2 Population and sample ........................................................................................ 47

3.2.1 Sample size .................................................................................................. 48

3.3 Variables of the research .................................................................................... 48

3.3.1 Endogenous variables .................................................................................. 48

3.3.2 Exogenous variables .................................................................................... 49

3.4 Research instrument ........................................................................................... 50

3.5 Pretest of the research instrument ...................................................................... 52

3.5.1 Validity test ................................................................................................... 52

3.5.2 Reliability test ................................................................................................ 53

3.6 Data collection ..................................................................................................... 54

3.7 Data analysis ....................................................................................................... 54

3.8 Structural equation model (by Karl G. Joreskog) ............................................... 56

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TABLE OF CONTENTS (CONTINUED)

Page

CHAPTER 4: RESULTS OF ANALYSIS .......................................................................... 60

4.1 Description of demographic characteristics ........................................................ 61

4.2 Analysis of level agreement ................................................................................ 62

4.3 Data analysis and findings .................................................................................. 64

4.3.1 Correlation analysis ...................................................................................... 64

4.3.2 Factor analysis .............................................................................................. 68

4.3.3 Path/ SEM analysis ...................................................................................... 73

4.3.4 Hypothesis testing ........................................................................................ 84

CHAPTER 5: CONCLUSION, DISCUSSION, AND RECOMMENDATIONS .................. 88

5.1 Conclusion ........................................................................................................... 89

5.2 Discussion ............................................................................................................ 91

5.2.1 Human resource practice ............................................................................. 91

5.2.2 Organizational justice ................................................................................... 95

5.2.3 Perceived organization support .................................................................... 97

5.2.5 Organization commitment ............................................................................. 99

5.3 Implication of the study ..................................................................................... 101

5.3.1 Implication to the organization ................................................................... 105

5.4 Limitation of the study ....................................................................................... 107

5.5 Direct for future research .................................................................................. 107

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LIST OF TABLES

Page

Table 2.1 Variables table ........................................................................................... 40

Table 3.1 Item-Objective congruence result ............................................................. 53

Table 3.2 Reliability test using Cronbach’s alpha ..................................................... 54

Table 3.3 Fit Indices and acceptable thresholds ...................................................... 57

Table 4.1 Respondent characteristics ....................................................................... 62

Table 4.2 Level of agreement ................................................................................... 64

Table 4.3 Correlation matrix ...................................................................................... 68

Table 4.4 Definition of variables ................................................................................ 69

Table 4.5 Correlation matrix ...................................................................................... 70

Table 4.6 KMO and Barlett’s test .............................................................................. 71

Table 4.7 Extraction of communities ......................................................................... 71

Table 4.8 Total variance explained ........................................................................... 72

Table 4.9 Unstandardized parameter estimate for structural model ........................ 74

Table 4.10 The parameter estimate for structural equation model .......................... 75

Table 4.15 Summary of path analysis for hypothesis testing .................................. 84

Table 4.16 Significant of research model ................................................................. 87

Table 4.14 Goodness-of-Fit statistic.......................................................................... 81

Table 4.11 The parameter estimates for the significant of SEM .............................. 76

Table 4.12 the square multiple correlation in SEM .................................................. 77

Table 4.13 Understandardized parameter estimates for the SEM ........................... 78

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LIST OF FIGURES

Page

Figure 2.1 Theory Framework ................................................................................... 42

Figure 2.2 Conceptual framework ............................................................................. 44

Figure 4.2 SEM: Standardized Solution .................................................................... 80

Figure 4.1 Scree Plot ................................................................................................. 72

BIBLIOGRAPGHY ........................................................................................................... 109

APPENDICES .................................................................................................................. 130

APPENDIX A: ITEM-OBJECTIVE CONGRUENCE INDEX (IOC) FORM ..................... 131

APPENDIX B: QUESTIONNAIRES ................................................................................ 138

APPENDIX C: VARIABLES FRAMEWORK ................................................................... 150

APPENDICES D: GOODNESS OF STATISTICS AND FIT INDICES ........................... 163

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CHAPTER 1

INTRODUCTION

Chapter 1 is present the importance of organization commitment through by the

perception of employees from the organization in Bangkok. The topics of

chapter 1 are as follow:

1.1 Background of the study

1.2 Statement of the problem

1.3 Research objectives

1.4 Research questions

1.5 Scope of the research

1.6 Expected benefits

1.7 Operation definition

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1.1 Background of the study

Human Resource Management has been continuously developing especially in

part of employees in order to the result for several ways. In the past, Guest (1997)

suggested on the proposition that high performance at the individual level, depends on

the motivation plus possession of the necessary skills and abilities and an appropriate

role and the understanding of that role. Moreover, some literature found that HRP are

also effect to the employee performance, the finding is represent the method of HRP

and HR consistency through employee development, concerning employee well-being,

and motivation can increase the employee performance (Dorenbosch, 2008).

Besides, organization justice is also interesting for many researchers.

Greenberg, 1990 found that employees assess how fairly they are treated by their

organizations through the lenses of procedural and distributive justice. Procedural

justice (PJ) is defined as the fairness of formal procedures underlying the decisions the

organization makes concerning employees (Thibaut & Walker, 1975), while distributive

justice (DJ) is concerned with the fairness of the distribution of outcomes in the

organization (Greenberg, 1990).

A number of journals found that perceived organization support (POS) is linked

with many variables (Eisenberger et al., 1986). In addition, Eisenberger et al. (1986)

found that POS is ‚employees’ global beliefs concerning the extent to which

organization values contributions and cares about their well-being‛. In line of study of

Rhoades and Eisenberger (2002) state that POS is the job related effect that would

lead to job satisfaction, employee morale that in turn will generate the OC.

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Another key variable in HR, Mowday et al., (1979) was defined an

organizational commitment (OC) as "the relative strength of an individual's identification

with and involvement in a particular organization". A highly committed individual tends to

have more job performance. From several problems the human resource management

faced.

1.2 Statement of the problem

Amidst of world changes for era, the business is energetic from many situations

such the environment and the competition in business circles. This study investigated to

study of noteworthy factors to deal with the situation is human capital in firms.

A number of researchers have study about a factor or antecedent which is the

criteria in order to development for human capital in the firms. Recently many

researchers have examined the several variables in order to reach the organization

commitment. Some researcher found the results indicated that, although each of these

practices was significantly correlated with organizational commitment, they were more

strongly correlated with POS, and POS-mediated relationships with commitment. These

findings support our contention that organizational HRP seen as supportive by

employees increase POS and lead to affective attachment to the organization because

of employee perceptions that the organization supports and cares about them (Allen et

al., 2002).

Other views also suggested that employees believe that the organization is

displaying its commitment to them and is using the HRP for employees’ benefits, and

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then the employees’ perceive the HRP as support from organization, and these

perception make them more committed to their organization (Priyanko, 2007).

In addition, some researcher found that employees’ perception of human

resource practices, particularly those relating to performance appraisal and career

development, have significant and positive effects on organization commitment (Aizzat

Mohd et al, 2008).

Besides, some research found that OJ has a correlation with POS; moreover,

both of them have an effect to OC. In other word, employees can perceive the justice

from works or activities whether from employers or organization, and then they will pay

back as a satisfaction, employee self-learning, and OC as well (Asgari, 2008; Wingwon

and Pririyakul, 2006).

This research investigates to develop and validate the organization commitment

model. This study includes a HRP and OJ are the antecedents through the employee

POS that all will effect to the OC in order to understand the relationship towards the

method to maximize utilize the quality of human capital.

1.3 Research objectives

The research has 4 objectives as following:

1. To develop and validate the organization commitment (OC) model

2. To study the effect of human resource practices (HRP) on perceived organization

support (POS)

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3. To study the effect of organizational justices (OJ) on perceived organization support

(POS)

4. To study the effect of perceived organization support (POS) on organization

commitment (OC)

1.4 Scope of the research

This research examines the organization commitment (OC) model through by

the perceived organization commitment (POS) that was effected by human resource

practices and organizational justice. The variables are describes by endogenous

variables and exogenous variables. Endogenous variables for this study are

organization commitment and perceived organization support (POS), while exogenous

variables are human resource practices and organizational justices. The target

respondents for this study this research are the employees of general organizations in

Bangkok during August to September 2010.

1.5 Research questions

The research questions are as follows:

1. How is the validity of the organization commitment (OC) model?

2. How is the effect of human resource practices (HRP) on perceived

organization support (POS)?

3. How is the effect of organizational justices (OJ) on perceived organization support

(POS)?

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4. How is the effect of perceived organization support (POS) on organization

commitment (OC)?

1.6 Expected benefits

The following are the expected benefits in this study:

1. The findings will contribute the method to increase employees’ performance.

According to the exogenous variables will increase employees’ awareness about

how organizations concern their well-being with favorable treatments, vice versa

it would be a key to increase more productivity to the organization.

2. The findings from this research will help organization knowing about employee’s

needs. It provides the organization to have more understanding which variables

have most important for employees in order to increase perceived organization

support ;moreover, it will contribute a positive attitude with organization.

3. The results will provide how to enhance the potential future development of

employees in order to maximize utilize the employee performance to create more

productivity for organization.

4. To help human resource department find what facets will increase more organization

commitment from employees. Further, to help in making corrective actions in order

to enhance the employee engagement.

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1.7 Operation definition

Human resource practices: It is one of strategy of human resource

management, and it is a field to manage human resources in order to achieve properly

organizational goals. Moreover, it seeks to accomplish such management by applying a

firm’s personal needs with the goals or the objectives of organization.

Training and development: is the field concerned with organizational activity

aimed at bettering the performance of individuals and groups in organizational settings.

It has been known by several names, including employee development, human

resource development, and learning and development.

Rewards: The return an employee anticipates from the business process, as

employee contributes and puts in his hard work to accomplish the organization goals. A

reward is not only mean to tangible values (a monetary), but it also mean to intangible

values as a praise.

Performance appraisals: It is a part of guiding and managing career

development. In addition, it is the process of obtaining, analyzing, and recording

information about the relative worth of an employee to the organization. Performance

appraisal is an analysis of an employee's recent successes and failures, personal

strengths and weaknesses, and suitability for promotion or further training. It is also the

judgment of an employee's performance in a job based on considerations other than

productivity alone.

Career development opportunities: It is the opportunities to develop their

career skills to keep up with current trends. Specifics for career development may vary,

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but the basic implications are the same across the board. Regardless of careers path, it

is always beneficial to seek out career development opportunities of employees’

professional knowledge.

Organizational justices: It is the study of people’s perception of fairness in

organizations. In this study will focus at 2 dimension; distributive justices and procedural

justice.

Distributive justice: Distributive fairness reflects how fair employees in an

organization perceive the actual allocation of outcomes they receive to be. Problems

with distributive justice may arise if employees feel something negative cannot be

avoided, when everyone cannot receive the same thing or what they each want, and

when valuable resources or outcomes are scarce.

Procedural justice: Procedural justice is characterized by the fairness of the

processes that are used to determine what outcomes are used, how they are

distributed, and to whom the outcomes are given. Suggested attributes of organizational

procedural justice include freedom from bias, accuracy, consistency, representation by

stakeholders, correction of errors and ethical consistency.

Perceived organization support: Perceived organization support is the degree

to which employees’ believe that their organization values their contributions and cares

about their well-being (Eisenberger, Huntington, Huntington, & Sowa, 1986). POS is

generally thought to be the organization’s contribution to a positive reciprocity dynamic

with employees, as employees tend to perform better to pay back POS (Rhoades &

Eisenberger, 2002).

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Organization commitment: (organization commitment in the fields of

Organizational Behavior and Industrial/Organizational Psychology) is a general sense,

the employee's psychological attachment to the organization. It was defined as the

degree to which an employee experiences a 'sense of oneness' with their organization.

According to Meyer and Allen's (1991) three-component model of commitment, prior

research indicated that there are three "mind sets" which can characterize an

employee's commitment to the organization: affective commitment, continuance

commitment, and normative commitment.

Affective commitment: AC is defined as the employee's positive emotional

attachment to the organization. An employee who is affectively committed strongly

identifies with the goals of the organization and desires to remain a part of the

organization.

Continuance commitment: The individual commits to the organization because

he/she perceives high costs of losing organizational membership (cf. Becker's 1960

"side bet theory"), including economic costs (such as pension accruals) and social costs

(friendship ties with co-workers) that would be incurred.

Normative commitment: The individual commits to and remains with an

organization because of feelings of obligation. These feelings may derive from many

sources.

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CHAPTER 2

LITERATURE REVIEW

Under siege of completion of global businesses organization, Human Resource

seem likes to be propulsion to reach the approach of organization, include

management, financial, and marketing (Beatrice, 2009). Many literatures have examined

the theory of the notion of employee and organization in several ways. This research

aims to examine a development and validation of organization commitment model.

In this chapter provides the literature reviews of the concept, theories and the empirical

study as following topics:

2.1 Organization commitment

2.2 Perceived organization support

2.3 Human resource practices

2.4 Organizational justice

2.5 Variables framework

2.6 Theoretical framework

2.7 Conceptual frameworks

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2.1 Organization commitment (OC)

Several researches have examined the notion of antecedents and the impact of

Organization Commitment (OC), and the empirical literatures defined the terms of OC in

many views with different subsidiary. Several theoretical debates have occurred in the

literature on the subject of the sense of organization commitment that it has been

conceptualized as an attitude (O’Reilly and Chatman, 1986), and also has behavior

(Hullin, 1990). OC has been defined and measured in several different ways and it has

been related with many job related variables; moreover, it was also defined that differed

in terms of how this bond is considered to have developed. Mowday et al., (1979)

defined that OC as the relative strength of an individual’s identification with an

involvement in a particular organization. A literature supported the terms above, it was

defined as a psychological attachment between an individual and an organization, and it

can also be defined as existing strength of identification the norm of reciprocate

between an individual and an organization (Schappe, 1998). OC is represent a

psychological bond that an individual identifies with an organization, the literatures

defined that OC as the relative strength of an individual’s identification with and

involvement in a particular organization, and it was also viewed as a process by which

the goals of the individual and those of the organization become gradually integrated or

congruent (Mowday et al., 1982). For some literatures, commitment is viewed as a

tendency to engage in consistent lines of activity (Rusbult and Farrell, 1983). It was

supported that it based on the individual’s recognition of the costs associated with

discontinuing the activity (Becker, 1960). OC can be described as a pattern of

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behaviors, behavioral intentions, motivation or attitudes expressd as loyalty towards a

relationship, place, or organization (Mowday et al., 1982). Some of the main predictors

of an organizational commitment include a positive communication climate, meaningful

relationships, and a high level of trust (Meyer and Allen, 1997).

Accordingly, the attitudinal view of this construct follow by Meyer and Allen’s

Organizational Commitment Model (1997), it is regarded has a highly influential model

propose three components of commitment; Affective Commitment – the employee’s

linking for an organization, and related involvement with the organization, Continuance

Commitment – the feeling of obligation of needing to continue employment, and

Normative commitment – it is created by high cost associated with leaving the

organization, and creates a feeling of needing to continue employment (Tansky, 2001).

According to Meyer and Allen (1997), affectively committed workers are expected to

have a set of positive reactions and behavior in workplaces, as well as willingness to

contribute for the organization purposes. In addition, a highly committed individual tends

to have: (a) a strong belief in organization’s goals and values, (2) a willingness to exert

considerable effort for the organization, and (3) a strong desire to maintain membership

in the organization (Mowday et al., 1982). OC was defined for two approaches which

are found in the literature. First, OC is understood as an employee intention to continue

working in the organization (Meyer, 1997). Second, Mowday et al., (1979) suggest that

OC may be defined as an involvement or attachment that exists between the individual

and organization. The several evidence literatures of studies (Wayne, Shore & Liden

1997, Rhoades, Eisenberger & Armeli 2001, Tansky & Cohen 2001, Liu 2004), they

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investigated to examine the influences and effects of Organization Commitment, found

that organizational practices could be regarded from organization support; moreover,

OC is the way how the workers understand a change process of organization and

reaction individuals’ attitudes and behaviors to organization through the three

components of OC; affective commitment, continuance commitment, normative

commitment.

The impact of OC on individual performance and organizational effectiveness

has timely much interest among researchers (Allen and Meyer et al., 1996). Moreover, it

has become more important than ever for understanding employee work-related

behavior because it was identified more stable and less subject to daily fluctuations

than employees’ job satisfaction, in result it will deduct the turnover intension and

absenteeism towards to increase more commitment, especially for affective commitment

(Rhoades, et al. 2001). Organization Commitment is important to organization structure,

a perception of fairness, procedural justice, interactional justice, trust have long been

identified as predictors of organization commitment (Sheppard and Milton, 1992).

Recently researches, Daugherty (2008) reveal positively correlated seven variables that

were predictive of organizational commitment including perceived organization support,

religious motivation, and intensity of religious faith, communication satisfaction, and

attitudes toward behavioral policies. When the employees are believed that they will

\grow and learn with their current employers, their level of commitment to stay with that

particular organization is higher (Mowday et al., 1982).

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This research investigated to examine the antecedents of Organization

Commitment through by the Perceived Organization Support (POS). If employee

exhibits different levels of good perception (or other word, they will reflect the behavior

after they perceived organization support), which will leads to the organization

commitment, obviously organizations would want to hire employees with the higher

levels of organization commitment (Eisenberger et al., 1986; Eisenberger et al., 1997;

Rhoades et al., 2001). The higher of organization commitment is present by an affective

commitment – an emotional attachment to an organization and a belief in its value, a

continuance commitment – the perceived economics value of remaining with an

organization compared with leaving it, and a normative commitment – an obligation to

remain with an organization for moral or ethical reasons (Eisenbrger et al., 2002). Other

word, it can said that employers normally expect that people with higher levels of

employee perception in their job will have higher of organization commitment.

2.2 Perceived organization support (POS)

Perceived Organization Support was defined ‘the perceptions of employees’ that

how the organization concern their well-being and their needs toward the values their

contributions to the organization, and POS would be valued by employees for meeting

emotional needs, and providing an indication of the organization’ readiness to reward

increased work effort, and indicating the organization’s inclination to provide aid when

needed to carry out one’s job efficiency (Eisenberger et al., 1986). The literature

supported theory, POS meets emotional needs provides assurance that aid will be

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available when needed, and indicates the organization’s readiness to recompense

efforts made on its behalf (Wayne et al., 1997). Meyer and Allen (1997) indicated a

common theme linking antecedents to commitment is the extent to which the

antecedents’ signal that the organization is supportive of the employee, consistent with

the view that they operate through POS. Shore and Shore (1995) argued that

perception of organizational justice would result from specific decisions made by the

organization, such as pay raises and promotion; moreover, employees’ repeated

exposure to fair procedure would accrue to POS. According to Eisenberger and Sowa

(1986) POS is enhancing an individual who may working hard to create a trust that the

organization is appreciative and concern about subordinates’ contribution.

POS is cultivated through favorable treatment received from the organization

(Eisenberger et al., 1986; Shore and Shore, 1995; Rhoades and Eisenberger, 2002).

The empirical research Eisenberger (1986) suggested that POS is assumed to the

favorableness of employees’ history of treatment by organization. Recently literature

found that organizations that are willing to make a long-term investment in their

employees are likely to be judged as caring about their welfare and regard them as a

long term assets, such favorable valuation would enhance employees’ level of

perceived organizational support (Nasurdin et. al., 2008). The research found that

employees showed a consistent pattern of agreement with statements concerning

whether the organization appreciated their contributions and would treat them favorably

or unfavorably in different circumstances (Eisenberger et al., 1986). Employee can be

expected to develop positive attitudes toward an organization that provides favorable

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treatment which is construct from human resource management practice (leading high

POS), especially if they consider that this treatment is the result of a discretionary

valuation of the employee by the organization (Eisenberger et al., 1997; Rhoades et. al.,

2001). Furthermore, Eisenberger et al., (1986) also found the supervisor who uses POS

awareness based on subordinates’ willingness through the human resource

management practices by supplying them with additional opportunities or necessary

equipment to complete some assignment such as training, performance appraisal,

rewards, benefits, and career development opportunities in order to increase

employees’ performance. However, Rhoades and Eisenberger (2002) POS is one of

number psychological factors that might influence the negative effects for organization

as tardiness, wasting time, and neglecting job responsibilities; moreover, the favorable

and unfavorable treatments on POS are moderated by the psychological contract;

moreover, unfavorable treatment would be expected to result in diminished POS, so

when that treatment violated a specific promise or obligation by organization by

employees.

Guzzo et al., (1994) examined the antecedents (e.g. human resources practices

used to manage expatriate employee) and consequences (organizational commitment)

of POS during international assignment; moreover, they found positive relationship

between POS and OC, while they obtained POS in three different domains that they

use them as indicators overall POS. Employee could satisfy an obligation through

greater affective commitment to the organization and greater efforts to the organization

and greater efforts to help the organization (Eisenberger et al., 2001). In addition, a

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considerable amount of evidence indicates that employees having a high level of POS

experience their job more favorably (e.g., demonstrating increased job satisfaction,

positive mood, and reduced stress) and are more invested in their work organization

(e.g., demonstrating increased affective organizational commitment and increased

performance; see review by Rhoades and Eisenberger, 2002). POS has a direct effect

to an employee as several ways; perception, attitude, behavior, jobs performance

towards the organization commitment. Based on the norm of reciprocity (Gouldner,

1960; Eisenberger et al., 2001), POS would obligate employees to increase their

positive output, attendance, and punctuality.

Now consider the study for the influence factors the organization to the

employees’ perception through by POS. Based on the reciprocity norm, such perceived

organization support would elicit employee felt obligation to care about welfare and to

help the organization reach its objectives, It can conceptual the human resource

management practices is an antecedent of POS through the treatments of organization.

The literature supported by Mayer and Smith (2001) has indentified perceived

organizational support to build OC among employees. In addition, the empirical findings

also indentified POS as A factors that partially mediate the relationships between

human resource management practice and organization commitment, while Allen et al.,

(2003) suggests that POS mediates supportive human resource management practice

linked employee perception and OC. In addition, the optimism perceptions and their

behaviors will obligate by favorable treatment and unfavorable treatment which can

measure by employee satisfaction. Nasurdin et al. (2008) suggested that high POS

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individuals would be motivated to meet their exchange obligation by remaining more

fully engaged in their work responsibilities. Favorable treatment associated with little or

no obligation would tend to be perceived as voluntary and benevolent, signifying a high

regard for the employee’s contribution and concern for their welfare. In contrast,

favorable treatment that the organization was highly obligated to provide would be

viewed as being less discretionary and therefore lass indication of the organization’s

high regard for the employee Aselage and Eisenberger (2003). In the case of favorable

treatment, receipt of a benefit without prior promise would more greatly enhance POS

than if the organization was highly obligated by the psychological contract to provide the

benefit. The more they satisfaction with the treatments of organization, the more they

have a good obligation of POS. Therefore, it implied that employee satisfaction is sign

which can measure the outcome of POS. This study aims to examine the POS as the

mediator between human resource management practices, organization justice, and

organization commitment.

2.3 Human resource practices (HRP)

For decades, Human resource practices or HRP have been considered as one

of the critical factors affecting to employee perception (Guzzo and Noonan et al., 1994).

A number of researchers defined the definition of HRP. Schuler and Jackson (1987)

defined HRP as organizational activities that are directed at managing the pool of

human resources and ensuring that resources are employed towards HRP as a set of

organization goals. Another views suggested that regarding the level of analysis of

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HRP, most research has concentrated on identifying sets of HRP at the organizational

level by using single-respondent measure of sets of HRP (Wright and Gardner, 2003).

Some literatures have proposed to measure HRP through individual employee

perceptions, since employees are the total unit HRP aims at, such as the research

project will focus on the perception of employees on HRP (Wright and Gardner, 2003).

HRP are also seen to play important roles as message sender shaping term of

psychological contracts (Rousseau and Wade-Benzoni, 1994). The literature supported

the theory, a review of the literature indicates that certain HRP reflect an organization’s

concern for their employee’s well-being (including realistic job preview, organization

program, compensation systems, and job security) whereas others (such as

performance appraisals, training and development, and career advancement) focus on

the developmental initiatives of the workers (Allen et. al., 2003; Delery and Doty, 1996;

Huselid, 1995; Pfeffer, 1994).

For the other views of relationship of HRP, HRP as a form of important

development practice that leads them to associate their future careers with their

employers, and it found that organization practices help increase employees’

commitment to an organization. Slightly different, some literatures suggested that

organizational practices are linked to employee attitudes, cognitions, and behaviors that

shape an employee’s organizational commitment, suggesting that employees carefully

process organizational actions concerning employee matters (Yoon and Thye, 2002).

The empirical studies either used employees’ overall perception of the

organization’s HRP effectiveness (Chang, 2005), to study the influence of HRP on POS

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or included only certain types of HRP such as promotion and training and development

on POS (Wayne et al., 1997). The mediating effect of POS on the relationship between

HRP and OC was examined with four stages as suggested by Baron and Kenny (1986).

The literature found the relationship between POS and HRP. It suggested that POS

would be influenced by various aspects of treatment by the organization and its

managers, including praise and approval, pay, rank, job enrichment and organizational

policies (Eisenberger et al., 1986). Besides, according to Sheridan and Thompson

(1990), HRP which provides as signals about an employee's potential are bound to

increase individuals’ accumulation of rewards and recognitions over time that is linked

to POS. The favorable treatment will reflect voluntary and positive valuation of

employees' contributions; POS would be strengthened (Rhoades & Eisenberger, 2001).

This research purposed to investigate the influence factors that consist of four variables

following:

Training and development

Accordingly, a literature suggests application of motivation as a mechanism by

which HRP impact organization performance, moreover, the methods to encourage or

treatment employees are affected by a variety of HRP, including recruitment, training

and development, work arrangements, compensation systems, and appraisal systems

(Tansky and Cohen, (2001). Training have a direct effect to employees’ perception, it’s

represent to how organization concern their employees, conversely in turn of the

employees’ perception will realized for how important of them (Chang, 2005). Besides,

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Delery and Doty (1996) found that high training benefits are derived by employees of

organizations who consult employees with respect to their training, target the training to

specific business and job related objectives and carry out a post –training evaluation

process. In addition, Fatt (2010), who investigated to examine the employees’

satisfaction, suggested that organization activities or practices would help in influencing

positive behaviors among employees, and hence achieve effectiveness and high

productivity in the organization. Therefore, it is worth the effort for the organization to

train and educate their managers on the impact of perceptions of organizational

activities on the motivation and commitment of their employees; moreover, it was of the

opinion that effective training would not only equip employee with most of the

knowledge and skills needed to accomplish jobs, it would also help to achieve overall

organization objective to contributing to the satisfaction, and productivity of employee

(Huselid, 1995).

The employees can see how the organization care them, it is incentive

employees to develop themselves; moreover, it is also make individual have more self-

esteem and self-actualization.

Performance appraisals

Rousseau and Greller (1994) conceptualized comprehensive performance

appraisal system forms the basic measurement an individual’s performance, highlight

potential for future career advancement, most importantly, to improve the performance.

Performance appraisals was defined as a benchmark which is set against specific task

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performance, also define and evaluate performance (Lecky, 1999). Recently, T.Y.

Malliah and Yadapadithaya (2009) found that performance appraisal evaluation is the

systematic process of evaluation of the individuals’ performance and work out come and

assessing the needs of an employee. It consists of input and output as a pay rise,

promotion, level of expectation, and managerial planning, while the output are employee

performance, organization commitment towards the organization performance (Lecky,

1999). The system obviously mentioned the individual’s needs and thus has far

reaching effect of improving productivity (T.Y. Malliah and Yadapadithaya 2009).

Furthermore, a literature supported that performance appraisal is an instrument whereby

an individual was retaliated by the assessment due to the certain personal

dissatisfaction, and it has adversely affected future performance (T.Y. Mallaiah, 2008).

A number of the theories and concepts of literatures, it shows that Performance

appraisal is linked to HRP, and also has a direct effect to the employees. In part of

individual, it can measure individual’s initiative, attitudes, appearance, behavior, task

outcome, improvement potential in future. Moreover, for organization, it provides

information about criteria, job performance, and improvement individual’s potential in

order to enhance and solving all of them to reach the organization goal. It can say that

is an incentive factors employees’ growth to go along with the organization growth.

Rewards

As the contributions of knowledge workers are influential on the long term performance

of an organization, they are often recruited using a more attractive form of remuneration

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package compared to other professions. On the other word, it could be seen as an

exchange of loyalty for benefits among knowledge workers (Igbaria et al., 1991; Lum et

al., 1998; Liu, 2004). A number studies, rewards are effective in attracting talents or

initiatives, and retaining good performers as well (Lawler, 1981; Milkovich and Wigdor,

1991; Zenger, 1992). Meyer and Smith (2000), and Rhoades et al., (2001) argue that

organizational rewards reflect appreciation and recognition of individual’s performance

such as pay increases with tenure, skills and work experience, satisfaction with rewards

implies willingness of both parties to invest time and effort in the continuation of the

employment relationship; moreover, rewards is also effectively form a calculative and

psychological attachment with an organization (Becker, 1960). Rhoades et al. (2001)

found that rewards and benefits were mediated by POS with affective organizational

commitment.

Career development opportunities

Recently, some literature found that the available of career development

opportunities is considered as the most explicit support from organization to foster

employees’ career path (Tan, 2008). The empirical theory supports that the often

changing business environment and employment relationship have created recognition

for knowledge employees to concern for lifelong learning opportunities for personal

growth throughout their career (Baruch, 2003). Some literature suggest that progressive

HRP that embrace career-related practices could improve knowledge, skills and abilities

of an organization’s current and potential employees, and enhance the retention of

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quality employee (Huselid, 1995). In addition, other literatures suggested that career

development as the outcome of interaction between individual career planning and

institutional career development processes (Lips-Wiersma and Hall, 2007), so career

development must be engaged with the organizational HR structures and must not be

just one period, but be over the long period of time (Leibowitz et. al., 1986). As well as

Rhoades and Eisenberger (2002) suggested learning and implementation are important

for employees to continue to strive toward for career success such as training and

exposure may imply a high level of concern for organizations to extend employees’

potential in the organization. Besides, Meyer and Smith (2000) describes that career

development and performance assessment practices relate to actions that are designed

to prepare employees for a future in the organization; moreover, organization that is

willing to make a long-investment in their employees is likely to be judge as caring

about their welfare and regard them as long as assets (Wayne, et al., 1997), such

favorable valuation would enhance employees’ level of perceived organizational

support.

Some literature found that perceptions of the extent to w6dhich the organization

offers supportive HRP pertaining to career development, performance appraisal, and

training were found to have significant, positive and direct effects on POS and OC

Nasurdin et al., (2008). Wayne et al. (1997) argued that growth opportunities signal that

the organization recognizes and values the employee’s contributions and imply future

support from the organization; they found a significant positive relationship between

both promotions and developmental experiences and POS. Similarly, allowing employee

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participation should signal that the employee’s contributions are valued. Eisenberger et

al. (1986) suggested that having influence over policy should be examined as a

possible precursor of POS.

Hence, Employees who received development scheme would encourage their

motivation and confidences in individual responsibility. Consequently, employees who

receive such opportunities might repay their organization with extending their self-

fulfillment, leading to have a good perception towards to organizational commitment.

2.4 Organizational justice (OJ)

Moorman (1994) found that organizational justice (JS) has effected on other

working variables. It is also the recognition by the employee of the organization justice

toward the remuneration process and owned reward remuneration (Greenberg and

Baron, 1997). Sheppard et al., (1992) have conceptualized the keys important elements

to justice

(1) Equity: individual will compare own activity against peer activity on the similar

circumstances and will satisfy when the input and the reward output are in similar ratio

to others.

(2) Correctness: the correctness in making decision, operation or other actions within

the organization which consists of five elements, i.e. consistency, precision, clarity,

process transparency and compliance to cultures and values of the organization (Aryee

and Chary, 2001).

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This study will focus in two dimension of organization justice; distributive justice,

procedural justice. Distributive justice is concerned with the fairness of the distribution of

outcomes in the organization (Greenberg, 1990). Other views, Sheppard and Milton

(1992) described that organization justice refers to employee perception towards the

rewards which individual receives includes promotion and incentives. Procedural justice

is defined as the fairness of formal procedures underlying the decisions that the

organization make concerning employees; moreover, it was defined that the perception

of employees’ regarding the procedure of gathering rewards (Thibaut and Walker,

1975). Hence, organization justice is not only important to an organization but also

important for the well being of the workers in an organization (Poole, 2008) because

justice is an essential role on enhancing individuals’ satisfaction (Johns and Alan,

2001).

Accordingly to increase higher perception, many literatures were examined the

relationship and affect of organization justice. The several point of views were ague a

potential variables of HRP, and they found that an organization justice is a vital

variables for employees’ perception towards organization commitment and performance.

It can conclude that the organization justice is the judgments of employees toward their

received performance evaluation and recognition from their organization whether it is

fair and justice. In other words, if employees have a good perception of work conditions,

practices, and policies, they will intend to devote themselves to their responsibilities.

Hence, this research investigated to examine the organization commitment, through by

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perceived organization support as mediator, and organization justices and human

resource management practice as antecedents.

2.5 Variables table

The variables table as following the table 2.1 is demonstrate all variables from

all journals and academic literatures. The variables have most of sign means that

recently the variables were interested, and study in its effects. The most interesting

variable is the perceived organization support which has journals supported for 21

issues. Second, (organization commitment) is compose of 12 journals. Third (job

satisfaction) and fourth (turnover intention) are consist of 10 journals. Fifth (human

resource practices) and sixth (training and development) are compose of 8 journals.

Seventh (organizational justice) and eighth (trust) comprise of 7 journals. Ninth

(motivation) has a journal support for 6 issues. The last one, it’s about 5 journals

supported an affective commitment. The interesting variables are as following:

Table 2.1 Variables table No. Variables The amount of Correct sign 1. Perceived Organization Support (POS) 21 2. Organization Commitment (OC) 12 3. Job Satisfaction (JS) 10 4. Turnover Intention (TI) 10 5. Human Resource Practices (HRP) 8 6. Training and Development (TD) 8 7. Organizational Justices (OJ) 7 8. Trust 7 9. Motivation 6 10. Affective commitment (AC) 5

Note: The variables table is in the APPENDICES C.

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2.6 Theoretical framework

The figure 2.1 is present the relationship of variables that are interesting as

following the arrow. The numbers on each arrow represent to the number of journals or

academic literatures that the researcher reviewed. The variables in figure 2 composed

of following:

1. Perceived organization support

2. Organization commitment

3. Job satisfaction

4. Turnover intention

5. Human resource practices:

- Training and development

- Performance appraisal

- Rewards

- Career development opportunities

6. Organizational justice

7. Trust

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Figure 2.1 Theory Frameworkลข

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2.7 Conceptual framework

According to the researcher was reviewed the journals, the figure 2.2 is

represent the conceptual framework. The variables were describes by endogenous

variables and exogenous variables in structural equation model.

Endogenous variables are the variables with causal links (arrows) leading to

them from other variables in the model. In other words, endogenous variables have

explicit causes within the model. In this research, endogenous variables composed of

Perceived Organization Support (POS), and Organization Commitment (OC); affective

commitment, continuance commitment, normative commitment,.

Exogenous variables are the variables with no causal links (arrows) leading to

them from other variables in the model. In other words, exogenous variables have no

explicit causes within the model. In this research, exogenous variables composed of

Human Resource Practices (HRP), it consists for four dimensions; training and

development, performance appraisal, rewards, career development opportunities, and

Organizational justice (OJ), it consists of distributive justice and procedural justice.

In this research, the HRP and OJ (exogenous) are lead arrows to POS

(endogenous) which is the mediator that effect to OC (endogenous). The research aims

to develop and validate the organization commitment model in order to maximize utilize

the quality of human capital in the organization.

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Figure 2.2 Conceptual framework ลข

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CHAPTER 3

RESEARCH METHODOLOGY

This chapter addresses the methodology approach of the study as following topics

3.1 Research design

3.2 Population and samples

3.2.1 Sample size

3.3 Variables of the research

3.3.1 Endogenous variables

3.3.2 Exogenous variables

3.4 Research instrument

3.5 Pretest of research instrument

3.5.1 Validity test

3.5.2 Reliability test

3.6 Data collection

3.7 Data analysis

3.8 Structural equation model

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This study is investigated to examine a development and validation of

organization commitment model influenced by the human resource practices and

organizational justice, and using the perceived organization support as the mediator.

3.1 Research design

The study was done by using quantitative research method by collecting primary

data according to objectives of the study. In order to conduct the research, the

information will collect from the employees of general organizations in Bangkok districts

about the organization commitment, the information about human resource practices

which includes training and development, performance appraisal, rewards, career

development opportunities as influence factors and organizational justice which consists

of procedural justice and distributive justice, and using the perceived organization

support as the mediator.

The personal information data as gender, ages, marital status, and levels of

education, company name, company address, current position, tenure are also

collected.

The study was examined by using structural equation model or SEM. The SEM

will examine the relationship of the postulated hypothesis by using LISREL 8.8 program.

Further, it will evaluate data for validation and development the model by performing the

goodness of fit indices such as chi-square (χ²), goodness of fit index (GFI), average

goodness of fit index (AGFI), and root mean square error of approximation (RMSEA).

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3.2 Population and sample

Multi-stage random sampling will be used in this study. At the beginning,

Geographic is used to divide the areas for study by this research will use a Central

region of Thailand because it is the center of country where embrace with several

organization. After that, Bangkok was selected to study because it is a capital of

Thailand; it is permeated with the various organizations in Bangkok, and also where

most population lives in country. The organization was random from the general

organization in Bangkok in order to the generalized results.

This study was done by using a random sampling from the number of

employees’ age in between 23 - 59 of the private organization in Bangkok, according to

the information from The National Statistical Office of Thailand. The amount of

employees was figured from the average of amount the employment in Bangkok; it’s

about 2,522,000 employees (Source: The National Statistical Office of Thailand,

http://www.nso.go.th).

The research investigated to develop and validate the organization commitment

model which composes of a human resource practices and an organizational justice,

and using the perceived organization support is the mediator. The sample was about

400 employees for the selected organization in Bangkok.

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3.2.1 Sample size

The sample size was calculated using Yamane (1993) formula

Where, N = size of population

e = error of sampling

n = size of sample

Hence, the size of sample has been calculated as,

n = (2,522,000 / (1+2,522,000(0.05)²)

n = 399.94 = 400 (roundup)

Hence, according with N = 2,522,000, e = 5% (at 95% confidence level), the sample

size comes to 400 respondents.

3.3 Variables of the research

After reviewing various literatures and research journals, the following variables are

used for the study:

3.3.1 Endogenous variables

Endogenous variables in structural equation model are the variables with causal

links (arrows) leading to them from other variables in the model. In other words,

endogenous variables have explicit causes within the model.

The following variables are the endogenous variables:

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1. Organization Commitment (OC), which is includes the following variables:

- Affective Commitment

- Continuance Commitment

- Normative Commitment

2. Perceived Organization Support (POS)

3.3.2 Exogenous variables

Exogenous variables in structural equation model are the variables with no

causal links (arrows) leading to them from other variables in the model. In other words,

exogenous variables have no explicit causes within the model.

The following variables are the exogenous variables:

1. Human Resource Practices (HR practice), which includes the following

variables:

- Training and Development

- Performance Appraisal

- Rewards

- Career Development Opportunities

2. Organizational justice (OJ), which is includes the following variables:

- Distributive Justice

- Procedural Justice

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3.4 Research instrument

All questionnaires were designed underlying the objective of study. The

questionnaire was kept short and concise in order to the respondent and researcher.

The questionnaire consists of fifth parts. The first part is personal information; it

consists of gender, ages, marital status, and levels of education, company name,

company address, current position, tenure. The second part deals with the HR

practices; it consists of training and development, performance appraisal, rewards, and

career development opportunity. The third part consists of organizational justice;

distributive justice, and procedural justice, the fourth part deal with perceived

organization support, the fifth part with organization commitment.

Since the second part until fifth part of questionnaires were measure with five

point Likert scale, 1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 =

strongly agree. The five point scale used in the study explicate that higher score means

higher agree level.

Part 1: Personal information

Part one captures on the personal information or employees’ back grounds as

gender, ages, marital status, and levels of education, company name, company

address, current position, tenure. The items are in nominal and provide range of

choice.

Part 2: Human resource practices (HRP)

In this part deal with the HR practices that was measured by adopting

questionnaires, begins with training and development adopted from and Geare (2005).

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Performance appraisal was used by Chang (2005). Reward adopted by Balkin and

Gomez-Mejia (1990); Chang and Chen (2002). And career development opportunities

questionnaires developed by Edgar and Geare (2005), each topics are composed of 5

items. The questionnaire will reflect the level of HR practices treats employees.

Part 3: Organizational justice (OJ)

This section is an organizational justice questionnaire; it divided into procedural

justice dimensions. The procedural justice was adopted from Moorman (1991), and

distributive justice was adopted by Price and Muller (1986), each topics formed for 5

items. The questionnaire will be reflecting about how impartial in processes of work.

Part 4: Perceived organization support (POS)

The perceived organization support was adopted by Eisenberger (2002), which

was originally developed by Eisenberger (1986), and Eisenberger (1997). It is adopted

for 10 items from original 36 items. The questionnaire will be reflecting to level of

employees’ perceived organization.

Part 5: Organization commitment (OC)

The organization commitment consists of three dimensions; affective

commitment, continuance commitment, and normative commitment. The questionnaires

were originally used by Allen and Meyer (1990); affective commitment composes with 5

items, and continuance and normative commitment compose with 4 items. The

questionnaires were reflecting to the level of employees’ organization commitment.

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3.5 Pretest of the research instrument

Pretest was conducted to the validity and reliability of the instrument. The

pretest was conducted with 30 employees from the general organization in August 10

2010. The propose aims to find out whether the questionnaire easy to understand by

the comprehensive instrument to the respondents; moreover, to convene the required

information for the data analysis. The questionnaire will be modified and rephrased

following the advice of experts.

3.5.1 Validity test

The validity test was done using the items-Objective Congruence (IOC) > 0.75

(Hair et al., 2006). IOC is a process to content the experts and rate the individual items

on the scale to the question which was used to measure the specific objectives of the

individual items on the scale. The content experts evaluated the validity of each

research instruments, its items were done with a rating of +1 (for congruence or for

clearly measuring), 0 (for the measure with unclear), and -1 (for incongruence or not

measuring) as follows each objectives.

As following the index evaluation (Rovinelli & Hambleton, 1997):

Over 0.75 – the items are valid

Equal 0.75 – the items with item objective congruence

Below 0.75 – the items are invalid

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The index of IOC was used as follows (Hair et al., 2006):

Table 3.1 Item-Objective congruence result

Item Variables IOC results 1 Training and Development 1 2 Rewards 1 3 Performance Appraisal 1 4 Career Development Opportunity 1 5 Distributive Justice .889 6 Procedural Justice .885 7 Perceived Organization Support 1 8 Affective Commitment 1 9 Continuance Commitment .847 10 Normative Commitment .853

3.5.2 Reliability test

Based on the empirical study measured the reliability of the questionnaires by

using Cronbach’s Alpha coefficient, it indicates the level of the items are correlated to

each another. The reliability as the consistency and stability of the score from the

measurement scale was defined by Hair et al., (2006) that the score of 0.70 or higher

will be reliable enough used in the data collection.

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Table 3.2 Reliability test using Cronbach’s alpha

Item Variables No. of Items

Cronbach’s alpha (pretest)

Cronbach’s alpha (final)

1 Human Resource Practices 20 .936 .945 2 Organizational Justice 10 .925 .882 3 Perceived Organization Support 10 .924 .964 4 Organization Commitment 10 .850 .879

3.6 Data collection

For the objective of the study, the respondent was sampling form several

employees of the general organization in Bangkok. All the questionnaires are distributed

by researcher personally to respondents. The survey was conducted within the time

frame of one month, August 20 to September 20, 2010.

3.7 Data analysis

The following hypotheses were developed to examine as the objective of the

study ‚a development and validation of organization commitment model‛, It analyzes the

relationship of human resource practices and organizational justice on organization

commitment, and perceived organization support as the mediator.

Hypothesis 1:

Ho1: Human resource practice has no relationship with perceived organization support.

Ha1: Human resource practice has relationship with perceived organization support.

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Hypothesis 2:

Ho1: Organizational justice has no relationship with perceived organization support.

Ha1: Organizational justice has relationship with perceived organization support.

Hypothesis 3:

Ho1: Perceived organization support has no relationship with organization commitment.

Ha1: Perceived organization support has relationship with organization commitment.

The Likert scale, it is being the most appropriates and reliable measurement

scales. Hence, Likert scale will be applied to use in this study. The interval for the range

with five-point scale will calculate as follows formula:

(5-1) / 5 = 8

Base upon the equation above, the score fall between the ranges of:

4.21 – 5.00 are considered as strongly agree

3.41 – 4.20 are considered as agree

2.61 – 3.40 are considered as neutral

1.81 – 2.60 are considered as disagree

1.00 – 1.80 are considered as strongly disagree

According to the collecting data, the personal information such a company name

company address, name of respondent, age, marital status, level of education, and

tenure will use descriptive statistic analysis. The confirmatory factor analysis (CFA) and

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correlations are conducted to evaluate the underlying structure follows the data using

statistical program.

Structural Equation Model or SEM will be use to examine the postulated

hypothesis. The structural relationship both group between HR practices, Organizational

justice, Perceived organization support, and Perceived organization support and

Organization commitment, Job satisfaction, and Trust were analyzed by using LISREL

8.8 (Joreskog and Sorbom 2006). The purpose of LISREL 8.8 is to evaluate the

goodness of fit, as the absolute fit indices like chi-square (χ², minimum fit the function

test), goodness of fit index (GFI), average goodness of fit index (AGFI), and root mean

square error of approximation (RMSEA) were used. Furthermore, the goodness-of-fit

also use the increment and decrement indices such as norm fit index (NFI), non-norm

index (NNFI), comparative fit index, comparative fit index (CFI), and norm chi-square

are used to assess the goodness-of-fit.

3.8 Structural equation model (by Karl G. Joreskog)

Structural Equation Model or SEM is a statistic technique for testing and

estimating casual relations using a combination of statistical data and qualitative casual

assumption.

Structural equation model compose of 2 models; measurement model, and

structural model.

1. Measurement model used for describe the relationship of observed variables

and latent variables that consist of 2 models; the measurement for exogenous variables,

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and the measurement for endogenous variables. Both were represented the effect

between exogenous variables and endogenous variables by path analysis

2. Structural model performs the relationship of latent variables in the model,

and also indentified the relationship between the components or latent variable as _

latent endogenous variable and _ latent exogenous variable.

The SEM equation has to be tested through the series of measurement indices

that comprise with absolute fit indices, incremental fit indices, and parsimony fit indices.

The fit indices and acceptable thresholds are following:

Table 3.3 Fit Indices and acceptable thresholds

FIT Index Acceptable threshold levels

Description

Absolute Fit Indices χ² Low χ² relative to df

with an significant p-value (0.05)

The small χ² and failure to reject the null hypothesis is a sign of a good model fit, while the large χ² and the rejection of null hypothesis is sign that model is not a good fit.

RMSEA values < 0.05 Root Mean Square Error of Approximation < 0.05: represent excellent fit. 0.05-0.08: the model is match with the data. 0.08-0.10: the model is quite match with the data. 0.10 <: the model doesn’t match with the data.

GFI values > 0.95 Goodness of Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

AGFI values > 0.95 Adjusted Goodness of Fit Index Adjust the GFI based on the number of parameters in the model.

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RMR Good model have small RMR

Root Mean Square Residual The small of RMR indicates the goof fit of model

SRMR values < 0.05 Standardized version of the RMR < 0.05: it indicates the good fit of model.

EVCI value < EVC (SM,IM) Expected Cross-Validation Index In order to test cross-validation index, EVCI should below EVCI for Standard Model, and EVCI for Independence Model.

AIC value < Saturated AIC Akaike’s information criterion In order to test the model fit, the value of Model AIC should below Saturated AIC.

Incremental Fit Indices NFI values > 0.95 Normed Fit Index

The scale is range between 0 – 1. The higher values represent the model fit.

NNFI values > 0.95 Non-Normed Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

CFI values > 0.95 Comparative Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

Parsimony Fit Indices Normed χ²

(χ²/df) values within

1-2 range The normed chi squared of the parsimonious fit measure <1: it indicates over fitted model. >2: it indicates model required improvement.

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In order to test the mediation, the three regression equations must be obtained

(Baron and Kenny, 1986) which are as follow:

1. The independent variable must affect the mediator in first equation

2. The independent variable must be shown to affect the dependent variable in

the second equation.

3. The mediator must affect the dependent variable in the third equation.

LISREL program for structural equation model, it stands for linear structural

relation. The methodology of LISREL was first developed by Karl Joreskog in 1970.

LISREL is statistical software that is used for structural regression modeling. Structural

equation models are the system of linear equations. LISREL is the simultaneous

estimation of the structural model and measurement model. Structural model assumes

that all variables are measured without error.

LISREL was the first software that was used for structural equation modeling.

Competing software for LISREL include AMOS, SAS, and EQS, etc. However, LISREL

has its own importance due to unique features.

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CHAPTER 4

RESULTS OF ANALYSIS

This chapter copes with the interpretation of the data obtained from the

questionnaires. The descriptive and statistical tools were used to analyze the findings of

the study. The following topic will be discussed.

4.1 Description of demographic characteristics

4.2 Analysis of the level of the agreement

4.3 Data analysis and findings

4.3.1 Correlation analysis

4.3.2 Factor analysis

4.3.3 Path/SEM analysis

4.3.4 Hypothesis testing

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4.1 Description of demographic characteristics

The study sample exposed that 63.5% (n=254) are females 36 and .5% (n=146)

are males of 400 respondents (Table 4.1). From the 400 samples data collected, 42.0%

(n=168) are the age from thirty (30) to thirty-nine (39), 29.3% (n=117) are under the age

category of twenty-five (25) to twenty-nine (29) years, , 20.0% (n=80) are the age from

forty (40) to forty-nine (49), and 8.8% (n=35) are the age from fifty (50) to fifty-nine (59)

and above. The survey questionnaires reported the marital status, 50.8% (n=203) are

married, 48.0% (n=192) are single, and 1.3% (n=5) are fall under other category.

The education level from 400 respondents show that 54.3% (n=217) having

master degree, 24.5% (n=97) having Bachelor degree, 14.5% (n=58) having below

Diploma, and 7% (n=28) falls under other category. Based on the data, the majority of

the respondent has master degree level. In part of the length of service, 43.5% (n=174)

falls under one (1) to five (5) years, 24.8% (n=99) falls under six (6) to ten (10) years,

15.3% falls under twenty-one (21) to twenty-five (25) years, and 2.5% (n=10) falls under

twenty-six (26) to thirty (30) years. The major of the respondent falls in length of service

about five (5) years.

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Table 4.1 Respondent characteristics

Characteristics Number of samples

(400) Percentage

Gender Male 146 36.5% Female 254 63.5%

Age under 25 – 29 years 117 29.3% 30 – 39 years 168 42.0% 40 – 49 years 80 20.0% 50 – 59 years and above 35 8.8%

Marital status Single 192 48.0% Married 203 50.8% Others 5 1.3%

Education Below Diploma 58 14.5% Bachelor’s degree 97 24.5% Master’s degree 217 54.3% Other fields 28 7.0%

Length of services 1-5 174 43.5% 6- 10 99 24.8% 11-15 61 15.3% 21-25 56 14.0% 26-30 10 2.5%

4.2 Analysis of level agreement

The level of agreement of the respondents on the human resource practices,

organizational justice, perceived organization support, and organization commitment are

shown in Table 4.2.

The mean of the human resource practices was 3.61 and standard deviation

was 0.649 which consist of training and development (mean=3.770; standard

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deviation=0.690), rewards (mean=3.617; standard deviation=0.884), performance

appraisal (mean=3.589; standard deviation=0.676), career development opportunity

(mean=3.455; standard deviation=0.683). The result shows the respondents agree with

the human resource practices. The organizational justice was 3.62 and standard

deviation was 0.697 which comprise of distributive justice (mean=3.695; standard

deviation=0.923), and procedural justice (mean=3.537; standard deviation=0.676). Both

of distributive justice and procedural justice has a agree level of agreement. The mean

of perceived organization support was 3.63 and standard deviation was 0.945 and has

a agree level of agreement. The mean of organization commitment was 3.68 and

standard deviation was 0.868 which compose of affective commitment (mean=3.872;

standard deviation=0.916), continuance commitment (mean=3.329; standard

deviation=1.057), and normative commitment (mean=3.840; standard deviation=1.223).

This shows the respondent are agree with an affective commitment and a normative

commitment, except a continuance commitment is neutral.

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Table 4.2 Level of agreement

Factors Mean Std.

Deviation Level of

Agreement Human Resource Practices 3.61 0.649 Agree Training and Development 3.770 0.690 Agree Rewards 3.617 0.884 Agree Performance Appraisal 3.589 0.676 Agree Career Development Opportunity 3.455 0.683 Agree Organization Justices 3.62 0.697 Agree Distributive Justice 3.695 0.923 Agree Procedural Justice 3.537 0.676 Agree Perceived Organization Support 3.63 0.945 Agree Organization Commitment 3.68 0.868 Agree Affective Commitment 3.872 0.916 Agree Continuance Commitment 3.329 1.057 Neutral Normative Commitment 3.840 1.223 Agree

4.3 Data analysis and findings

The data analysis and findings are based on the statistical analysis from

correlation analysis, factor analysis, path analysis and hypothesis testing.

4.3.1 Correlation analysis

Correlation is statistical tool which measures the strength of association between

two variables. It measures the linear relation between two or more variables. The sign

and the absolute vale correlation coefficient r describe the direction and the magnitude

of the relationship between two variables.

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1. The value of the correlation coefficient r ranges between -1 to 1.

2. The greater the absolute value of correlation coefficient, the stronger the relationship.

3. The weakest relationship is indicated by correlation coefficient equal to 0.

4. The positive correlation means if one variable gets bigger, the other variable trends

to get bigger too (direct relation).

5. The negative correlation means if one variable gets bigger, the other variable trends

to get smaller (inverse relation).

The Table 4.3 shows the correlation matrix between the dependent variables

organization commitment, which composes of affective commitment (AFF), continuance

commitment (CON), and normative commitment (NOR), the mediating variable

perceived organization support (POS), and the independent variable human resource

practices; training and development (TD), reward (RE), performance appraisals (PA),

career development opportunity (CD), and organization justices; distributive justice (DIS)

and procedural justice (PRO). The interpretation of the correlation is based on the

significant of the correlation among the independent variables. The positive correlation

means that it’s go along in the same direction. On the other hand, the negative

correlation means that while the variable is increase, another one of the variable will

decrease or vice versa.

The affective commitment (AFF) based on the correlation matrix Table 4.3, and

the correlation is significant at 0.01 levels., it has positive correlation with continuance

commitment (r=0.198, p=0.01), normative commitment (r=0.491, p=0.01), perceived

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organization support (r=0.788, p=0.01), distributive justice (r=0.685, p=0.01), procedural

justice (r=0.521, p=0.01), training and development (r=0.691, p=0.01), rewards (r=0.650,

p=0.01), performance appraisals (r=0.613, p=0.01), career development opportunity

(r=0.580, p=0.01).

The continuance commitment (CON) based on the correlation matrix Table 4.3,

and the correlation is significant at 0.01 levels. The continuance commitment has

positive correlation with normative commitment (r=712, p=0.01), procedural justice

(r=0.269, p=0.01), training and development (r=0.108, p=0.01), rewards (r=205, p=0.01),

performance appraisals (r=128, p=0.01), career development opportunity (r=206,

p=0.01). However, it has no significant at 0.01 with perceived organization support

(r=0.028, p=0.01), distributive justice (r=0.051, p=0.01).

The normative commitment (NOR) based on the correlation matrix Table 4.3,

and the correlation is significant at 0.01 levels. The normative commitment has positive

correlation with perceived organization support (r=0.290, p=0.01), distributive justice

(r=0.194, p=0.01), procedural justice (r=0.414, p=0.01), training and development

(r=0.427, p=0.01), rewards (r=0.544, p=0.01), performance appraisals (r=0.431, p=0.01),

career development opportunity (r=0.459, p=0.01).

The perceived organization support (POS) based on the correlation matrix Table

4.3, and the correlation is significant at 0.01 levels. The perceived organization support

has positive correlation with distributive justice (r=0.824, p=0.01), procedural justice

(r=0.608, p=0.01), training and development (r=0.556, p=0.01), rewards (r=0.541,

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p=0.01), performance appraisals (r=0.485, p=0.01), career development opportunity

(r=0.623, p=0.01).

The distributive justice (DIS) based on the correlation matrix Table 4.3, and the

correlation is significant at 0.01 levels. The distributive justice has positive correlation

with procedural justice (r=0.508, p=0.01), training and development (r=0.558, p=0.01),

rewards (r=0.334, p=0.01), performance appraisals (r=0.548, p=0.01), and career

development opportunity (r=0.436, p=0.01).

The procedural justice (PRO) based on the correlation matrix Table 4.3, and

the correlation is significant at 0.01 levels. The procedural justice has positive

correlation with training and development (r=0.606, p=0.01), rewards (r=0.593, p=0.01),

performance appraisals (r=0.722, p=0.01), and career development opportunity

(r=0.689, p=0.01).

The training and development (TD) based on the correlation matrix Table 4.3,

and the correlation is significant at 0.01 levels. The training and development has

positive correlation with rewards (r=0.699, p=0.01), performance appraisals (r=0.828,

p=0.01), and career development opportunity (r=0.743, p=0.01).

The reward (RE) based on the correlation matrix Table 4.3, and the correlation

is significant at 0.01 levels. The rewards has positives correlation with performance

appraisals (r=0.680, p=0.01), and career development opportunity (r=0.662, p0.01).

The performance appraisals (PA) based on the correlation matrix Table 4.3, and

the correlation is significant at 0.01 levels. The performance appraisals has positive

correlation with career development opportunity (r=0.681, p=0.01).

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Table 4.3 Correlation matrix

AFF CON NOR POS DIS PRO TD RE PA CD AFF 1.000 CON 0.198** 1.000 NOR 0.491** 0.713** 1.000 POS 0.788** 0.028 0.290** 1.000 DIS 0.685** 0.051 0.194** 0.824** 1.000 PRO 0.521** 0.269** 0.414** 0.608** 0.508** 1.000 TD 0.691** 0.108* 0.427** 0.556** 0.558** 0.606** 1.000 RE 0.650** 0.205** 0.544** 0.541** 0.334** 0.593** 0.669** 1.000 PA 0.613** 0.128* 0.431** 0.485** 0.548** 0.722** 0.828** 0.198** 1.000 CD 0.580** 0.206** 0.459** 0.623** 0.436** 0.689** 0.743** 0.662** 0.681** 1.000

Note: the asterisk means how much the variables have the correlation. the blank one (no asterisk) means the variables have no correlation. In summary, all the variables have a positive correlation except the continuance

commitment (CON) with perceived organization support (POS) (r=0.028, p=0.01), and

distributive justice (DIS) (r=0.051, p=0.01) that has no correlation between each other.

4.3.2 Factor analysis

Factor analysis is a statistical method which describes variability among

observed variables; it is mainly reducing a large number of variables and then tries to

reduce the interrelationships amongst the variables to a few numbers of clusters or

factors that were gather the data underlying the variables. It also identified the problem

of analyzing the structure through determining a set in line with the dimensions called

factors. Therefore, the factor analysis purpose to locate the diversity of variables and to

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capture the essence of all of the data emerges to be clustered underlying the

dimensions.

As the study, the factor analysis was performed following data in Table 4.4.

Table 4.4 Definition of variables

Factor No. of Items

Component Definition

Human resource practices

20 TD Training and development RE Reward PA Performance appraisals CO Career development opportunity

Organizational justice

10 DIS Distributive justice PRO Procedural justice

Perceived organization

support

10 POS Perceived organization support

Organization commitment

10 AC Affective commitment CC Continuance commitment NC Normative commitment

Based on the study, the first variable to be tested by factor analysis is human

resource practice which is consist of four components along with 5 items; training and

development, reward, performance appraisals, and organization commitment. Second,

organizational justice comprises of two components which are distributive justice and

procedural justice, each component consists of 5 items. The last variable is organization

commitment which is divided in three dimensions; the affective commitment has

5 items, continuance commitment with 2 items, and normative commitment with 3 items.

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Table 4.5 Correlation matrix

Human resource practice (HRP) correlation TD RE PA CO

TD 1.000 RE .569 1.000 PA .754 .612 1.000 CO .624 .523 578 1.000

Organizational justice (OJ) correlation DIS PRO

DIS 1.000 .512 PRO .512 1.000

Organization commitment (OC) correlation AC CC NC

AC 1.000 CC .629 1.000 NC .734 .614 1.000

In order to test the primary data of variables with the factor analysis, the

correlation of variables should have value above .30 of correlation matrix. From the

table 4.5, TD has positive correlation with RE (r=0.569, p=0.01), with PA (r=0.754,

p=0.01), and correlation with CO (r=0.624, p=0.01). Further, RE has positive correlation

with PA (r=0.612, p=0.01), and correlation with CO (r=0.523, p=0.01), while PA also has

positive correction with CO (r=0.578, p=0.01).

In part of organizational justice, DIS has positive correlation with PRO (r=0.512,

p= 0.01). Further the organization commitment, AC has positive significant with CC

(r=0.629, p=0.01), with NC (r=0.734, p=0.01). And CC has positive with NC (r=0.614,

p=0.01).

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Table 4.6 KMO and Barlett’s test

Model Bartlett’s Test of Sphercity

P Kaiser Meyer Olkin Measure of Sampling

Adequacy HRP 784.663 .000 .764 OJ 120.830 .000 .500 OC 542.148 .000 .718

The partial correlation composes of two statistical indices; Kaise-Meyer-Olkin

Measure of Sampling Adequacy (KMO) which has range of value 0-1, and Bartlett’s

Test of Sphericity should have significant level (Hair et al., 1998). From table 4.6, HRP

has value at 0.764, OJ has value at 0.500, and OC has value at 0.718 it indicates that

the data is proper to be tested underlying with 0.000 of significant of Bartlett’s test.

Table 4.7 Extraction of communities

Variables Components Initial Extraction HRP TD 1.000 .788

RE 1.000 .665 PA 1.000 .746 CO 1.000 .645

OJ DIS 1.000 .756 PRO 1.000 .756

OC AC 1.000 .809 CC 1.000 .713 NC 1.000 .798

From the table 4.7, it provides the information which the variance in items

explained. The communities’ value with less than 0.3, it is represent that the item does

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not fit well with other items in its components (Hair et al., 1998). The communities HRP

in the table 4.8 range from 0.645 to 0.778. Both components of OJ have values at

0.756, while OC has values range from 0.713 to 0.809. Based on table 4.8, all the

degree of confidence in the factor solution is approved.

Table 4.8 Total variance explained

Model Initial Eigenvalues Extraction Sums of Squared Loadings total % of variance cumulative % total % of variance cumulative %

HRP 2.834 70.849 70.849 2.834 70.849 70.849 OJ 1.512 75.599 75.599 1.512 75.599 75.599 OC 2.320 77.322 77.322 2.320 77.322 77.322

Based on table 4.8 performs the cumulative percentage before and after of

variance. The initial Eigenvalues and extraction sums of square loadings accounted for

70.85% of variance, and the percentage accounted for each factors doesn’t change. As

the percentage is performing in the table, HRP accounted the cumulative percentage of

variance for 70.84%, OJ accounted for 75.59%, and OC accounted for 77.32%.

Figure 4.1 Scree Plot

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From the four components can be extracted for interpreting the variables as the

Scree plot in Figure 4.1. The maximum number of components extracted is performing

with the point which the curve first begins to straighten. all components explained about

74.17% of the variance. Thus, the Scree plot which includes four components is fits the

hypothesized model underlying the purpose of this study.

4.3.3 Path/ SEM analysis

The path analysis was used to test the fit of the depicted model in order to test

the research model. The analysis was performed by using LISREL 8.8 (Karl G.

Jöreskog, Dag Sörbom). The LISREL model assumes that casual structure among the

set of latent dependent and independent variables are specified. There are set of

observed variables that are related to latent variables and hence the latent variables

appear as the underlying cause of the observed variables. The straight arrows depict

the impact of independent variables on the dependent variables.

Both of absolute fit measures which are incremental fit measure and

parsimonious fit measure are used to test the research model. The absolute fit measure

determines the degree that the overall model predicts the observed correlation or

covariance matrix; moreover, the incremental fit measure compares the proposed

measure to some baseline model referred to as the null model. The parsimonious fit

measure relates the goodness of fit of the model into the number of estimated

coefficient required to achieve the level of fit. The maximum likelihood parameter

estimate and the overall maximum goodness of fit for the model were used to determine

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the path of the variables. The maximum likelihood estimation (MLE) is commonly

employed in structure equation model.

Table 4.9 Unstandardized parameter estimate for structural model

Exogenous Endogenous

Endogenous variable

Human resource practice

Organizational justice

Perceived organization

support

Organization ommitment

Perceived organization

support 1 2

Organization commitment

3

The series of structural equation were developed through the path model in

order to construct the structural model and can be used for testing the hypothesis. The

structural equation can be performed as the following Table 4.9. The exogenous

construct (independent variables) is shown as X in the path diagram. The endogenous

(dependent variables) is shown as Y which constructs meaning they are predicted by

one or more other construct.

The structural equation is developed as Table 4.9:

1. Perceived Organization Support

= 1*Human Resource Practice - 2*Organizational Justice + i

2. Organization Commitment =

= 3* Perceived Organization Support + i

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Table 4.10 The parameter estimate for structural equation model SEM results: The parameter matrix of each variable

Factor loading

Standard error

t – Test R²

TD 0.61 .03 22.37 0.79 RE 0.67 .04 17.56 0.57 PA 0.63 .03 23.80 0.85 CD 0.58 .03 20.06 0.73 DIS 0.58 .04 13.33 0.39 PRO 0.56 .03 18.58 0.69 POS 0.57 .03 20.07 0.36 AFF 0.74 .04 15.09 0.67 CON 0.26 .06 4.55 0.06 NOR 0.75 .07 11.44 0.38

The parameter matrix of each variable can describe by three components:

1. Factor loading is shown the value of each variable which the more number of

variables has, the more valuable itself.

2. Standard error is the standard deviations of variables; the accepted value, it should

below 0.05.

3. In order to test the significant in statistic, t – Test should be above 1.96.

Through the Table 4.10, the value of observed variables was shown in four

types of statistic; factor loading, standard error, t – Test, and R – square. For the factor

loading, the results shown that have ranges from 0.26 to 0.75. In part of the standard

error, all variables were accepted that rules of statistic suggested the value should not

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over 0.05; however, it was found CON (continuance commitment) and NOR (normative

commitment) have the value higher than 0.05, it means that it has a few error on itself.

t – Test used to test the significant of each variable (the value of variables should be

over 1.96). It found that all variables have t – Test more than 1.96; it means all

variables have significant in statistic. In addition, R square is the standardized factor

loading squared, which means the extent that a factor can explain the variance in

manifest variable (Albright and Park 2009). The result found that R square of all

variables is over 0.50 except DIS (0.39), POS (0.36), CON (0.06), and NOR (0.38), it

means the communities of each variables is low.

Table 4.11 The parameter estimates for the significant of structural equation model SEM result: The significant of correlation (t values)

HRP OJ POS OC HRP -- -- -- -- OJ -- -- -- --

POS 1.06 (0.43) 2.45

-0.07 (0.44) -0.15

-- --

OC -- 0.83 (0.05) 18.19

--

The significant of correlation between the variables can describe by t – value

which performs on Tables 4.11.

1. 1 HRP (human resource practice) – POS (perceived organization support)

Significant 1 = 2.45

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2. 2 OJ (organizational justice) – POS (perceived organization support)

Significant 2 = -0.15

3. 3 POS (perceived organization support) – OC (organizational commitment)

Significant 3 = 18.19

In summary, t – value should be more than 1.96. 1 and 3 is accepted;

however, 2 is lower than 1.96 so it can conclude that OJ (organizational justice)

doesn’t have significant to POS (perceived organization support).

Table 4.12 the square multiple correlation in structural equation model SEM results: The result of path analysis; square multiple correlation

Latent Variable

Observed Variable

pc pv R²

HRP 0.91 0.72 TD 0.79 RE 0.57 PA 0.85 CD 0.73

OJ 0.66 0.49 DIS 0.39 PRO 0.69

POS 0.99 0.36 OC 0.59 0.35

AFF 0.67 CON 0.06 NOR 0.38

Note: c = construct reliability, v = average variance extracted, R² = R square

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As Table 4.12 is shown, the construct reliability (c) of all variables can accept

(c > 0.60). The average variance extracted (v) should be over 0.50; however, HRP

is only one which performs at 0.72 while others are lower. In part of R square of

observed variables, DIS (0.39), CON (0.06), and NOR (0.38) are lower than 0.50, it can

describes that they have minor correlation in structural model.

Through the SEM output reflected in Table 4.12, the unstandardized structural

equation is written as following:

Table 4.13 Understandardized parameter estimates for the structural equation model SEM result: Structural equation coefficients

Endogenous R² Effects Exogenous Perceived

Organization Support

Human Resource Practices

Organizational Justice

Perceived Organization

Support

1.00 DE - 1.06 -0.07 IE - - - TE - 1.06 -0.07

Organization Commitment

0.69 DE 0.83 - - IE - 0.89 -0.06 TE 0.83* 0.89 -0.06

Note: DE = Direct effect, IE = Indirect effect, TE = Total effect

1. 1 HRP (human resource practice) – POS (perceived organization support)

Direct effect = 1.06

2. 2 OJ (organizational justice) – POS (perceived organization support)

Indirect effect = -0.07

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3. 3 POS (perceived organization support) – OC (organizational commitment)

Direct effect = 0.83

Table 4.13, HRP (human resource practice) has positive direct effect to POS

(perceived organization support) at 1.06, and also has positive indirect effect to OC

(organization commitment) at 0.89, so HRP has a significant in structural model. On the

other hand, OJ (organizational justice) has a negative direct effect to POS at -0.07, and

also has negative indirect effect to OC at -0.06. It means that OJ has minimal or

insignificant in structural model. In addition, POS has a positive direct effect to OC at

0.83; it can describe that POS has a significant and direct effect to structural model.

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HRP

OJ

POS OC

TD

RE

PA

CD

DIS

PRO

AFF

CON

NOR

0.89

0.9

2 0.75

0.85

0.8

3 0.6

3

1.06

666

666

-0.07

0.8

3

0.82

0.2

5

0.6

2]]

χ² = 21.66, df = 15, P-value = 0.79, RMSEA = 0.034

The standardized path coefficient reflected in Figure 4.2 which shows all

the path are significant and the model produces overall fit χ² of 21.66 with p = 0.11.

The entire coefficient has positive sign except organizational justice with negative sign.

Figure 4.2 SEM: Standardized Solution Note: HRP = Human Resource Practice; TD = Training and Development; RE = Reward; PA =

Performance Appraisal; CD = Career Development Opportunities; OJ = Organizational Justice; POS =

Perceived Organization Support; OC = Organizational Commitment; AFF = Affective Commitment;

CON = Continuance Commitment; NOR = Normative Commitment

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Table 4.14 Goodness-of-Fit statistic

Absolute Fit Measure Degree of Freedom (df) 15 Minimum Fit Function Chi-Square (χ²) 21.66 (p = 0.12) Normal Theory Weighted Least Square Chi-Square 22.04 (p = 0.11) Goodness of Fit Index (GFI) 0.99 Root Mean Square Residual (RMR) 0.021 Standardized RMR 0.024 Root Mean Square Error of Approximation (RMSEA) 0.034

Incremental Fit Measure Adjusted Goodness of Fit Index (AGFI) 0.96 Normed Fit Index (NFi) 1.00 Non-Normed Fit Index (NNFI) 1.00 Comparative Fit Index (CFI) 1.00

Parsimonious Fit Measure Normed Chi-Square (Normed χ²) 1.44 Note: Fit Indices and Acceptable Thresholds Table is in APPENDICES C

The series of fit measurement are tested in order to measure the fitness of the

overall model fit. A single statistical is not provided to describe the strength of the model

prediction in structural equation model. The vital data was selected to reporting in Table

4.14 above.

The small χ² and failure to reject the null hypothesis is a sign of a good model

fit, while the large χ² and the rejection of null hypothesis is sign that model is not a

good fit. The χ² measure of the model fit was 21.66 which was a small to reject the null

hypothesis of a good fit (p<0.12) at the minimum acceptance level of p=0.05.

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The RMSEA is one of the most information fit indices and it attempts to correct

the tendency of the χ² statistic to reject any specific model with sufficiently large

sample; moreover, it is also suited for using in confirmatory and competing models (Hair

et al., 1998). In this research, the root means square error approximation (RMSEA) in

this research was 0.034 which was acceptance level of 0.05 which indicates that the

model is a good fit.

The goodness of fit index represents overall degree of fit without adjusting for

degree of freedom. The value ranges from 0 to 1, higher values indicating better fit. The

goodness of fit in this model was 0.99 which indicates the model was a good fit

following the threshold the value should be above 0.95.

The standardized root mean square residual (SRMR) is the average difference

between the predicted and observe variances and covariance in the model, based on

standardized residuals. The smaller the SRMR, the better model fit; moreover, SRMR

equal zero (0) indicates perfect fit. The result of this research, the RMR was 0.021 and

SRMR was 0.024 indicating the model fit well. Based on the threshold SRMR value of

less than 0.05 is widely considered good fit, and below 0.08 adequate fit.

Further based on the absolute fit index, Adjust goodness of fit index (AGFI),

Non-normed fit index (NNFI), Normed fit index (NFI), and other fit measures are

assessed to determine the fitness of the model. The AGFI is the extension of GFI that

is adjusted by the ratio of degree of freedom for the proposed model to the degree of

freedom of the null model. The value of AGFI in this research was 0.96 which was

above the recommended acceptance level of 0.95.

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The normed fit index (NFI) assesses the model by comparing χ² value of the

model to the χ² of null model. The independent or null model specifies that all the

measured variables are uncorrelated. The NFI and NNFI in this research have a value

of 1.00 which was greater than the threshold acceptance level of 0.95.

The comparative fit index (CFI) is a revised form of NFI. The value lies between

0 and 1.0 with value close to 1.0 indicating higher level of goodness of fit; moreover,

the acceptance level of CFI is fixed at value greater than or equal to 0.95. The CFI in

this study is 1.00 indicating model was a good fit.

The normed chi square (Normed χ²) of the parsimonious fit measure is

calculated by dividing the χ² by degree of freedom (df). The value of Normed χ² is less

than 1.0; the model can be termed as ‚over-fitted‛. However, the Normed χ² is greater

than the upper threshold level of 2.0 or above; the model is not true representative that

observed data and needs improvement.

Based on the threshold, the Normed χ² is calculated as follows;

Normed χ² = χ² / df

Normed χ² = 21.66 / 15

Normed χ² = 1.44

Thus, the Normed χ² of 1.44 is a good fit which was the acceptance range of above 1.0

and below 2.0.

In summary, the absolute fit measures indicates that the model is a good fit with

χ² of 21.66 and df of 15 (p=0.12); GFI = 0.99; RMR = 0.021; RSMR = 0.024; and

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RMSEA = 0.034. All the measures are within the acceptable level. In the same way as

incremental fit measurements like AGFI, NNFI, NFI, and CFI have value greater than

threshold acceptance level of 0.95. Thus, the absolute fit measure, the incremental fit

measure, and parsimonious fit measure indicated that the model was good fit. For the

detail of the goodness-of fit statistic is provided in Appendix.

4.3.4 Hypothesis testing

Series of regression models has been used to test the mediating effect of

perceived organization support in relation with human resource practice, organizational

justice, and organization commitment.

The path analysis was used to test hypothesis 1 to hypothesis 3, and the

hypothesis for mediating effect was tested by using macros developed by Preacher and

Hayes (2004).

Table 4.15 Summary of path analysis for hypothesis testing

Path Estimate

(B) Standard

() t – value

Human resource practice to perceived organization Support

1.06 1.06 2.45*

Organizational justice to perceived organization support

-0.07 -0.07 -0.15

Perceived organization support to organization commitment

0.83 0.83 18.19*

Note* Significance at 0.01 level

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Hypothesis 1:

Ho1: Human resource practice has no relationship with perceived organization support.

Ha1: Human resource practice has relationship with perceived organization support.

Based on the Table 4.10, the human resource practice was statically significant

at B coefficient of 1.06 (=1.06) with t – value of 2.45 which is reject the null

hypothesis at 0.01. Thus, the null hypothesis (Ho1) that B coefficient for organizational

commitment has no relationship is rejected. This supports the hypothesis (Ha1) that

human resource practice has positive relationship with perceived organization support.

Hypothesis 2:

Ho1: Organizational justice has no relationship with perceived organization support.

Ha1: Organizational justice has relationship with perceived organization support.

Through the report indicates that organizational justice variable is statistically

significant at B coefficient of -0.07 (=-0.07) with t – value of -0.15 which has negative

relation with job satisfaction. Therefore, the null hypothesis that B coefficient for

organizational justice has no relationship is accepted. The relationship between the

organizational justice and perceived organization support was affect negatively, which

mean that increase of organizational justice has no effect to organization commitment.

Hypothesis 3:

Ho1: Perceived organization support has no relationship with organization commitment.

Ha1: Perceived organization support has relationship with organization commitment.

The result of perceived organization support variable indicates that was

statistically significant at B coefficient of 0.83 (=0.83) with t – value of 18.19 to reject

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the null hypothesis which was significant at 0.01 level. Therefore, the null hypothesis

that B coefficient for perceived organization support has no relationship with

organization commitment was rejected. This supports the hypothesis that perceived

organization support has positive relationship with organization commitment. The

positive relation indicates that increase in perceived organization support will lead to

increase in the organization commitment level of the employees.

In summary, the finding of this research found that human resource practice

was effect on perceived organization support positively. On the other hand, the

organizational justice was effect negatively on perceived organization support which

means it has no significant to perceived organization support in structural equation

model. In part of the relationship of perceived organization support to organization

commitment was affected positively which indicates higher of perceived organization

support, better of organization commitment.

Furthermore, it also found that perceived organization support mediated with

human resource practice and organization commitment, whereas the perceived

organization support did not mediate between the organizational justice and

organization commitment as the report that the null hypothesis that B coefficient for

organizational justice has no relationship is accepted.

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Table 4.16 Significant of research model

Hypothesis Factors (Hypothesized) Sig Result at 95% Confidence level Perceived Organization Support

H.1 Human resource practice (+) 0.01 Supported (Null Hypothesis rejected)

H.2 Organizational justice (-) 0.01 Not supported (Null Hypothesis accepted)

Organization Commitment H.3 Perceived organization support

(+) 0.01 Supported

(Null Hypothesis rejected)

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CHAPTER 5

CONCLUSION, DISCUSSION, AND RECOMMENDATIONS

In this chapter the following topics have been discussed;

5.1 Conclusion

5.2 Discussion

5.2.1 Human resource practice

5.2.2 Organizational justice

5.2.3 Perceived organization support

5.2.4 Organization commitment

5.3 Implication of the study

5.4 Limitation of the study

5.5 Direct for future research

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5.1 Conclusion

The research investigated the organization commitment by using the perceived

organization support as the mediator, and human resource practice and organizational

justice are the exogenous variables. Structural equation model (SEM) was used to

analyze and define the path relationship between variables which program was

developed be in accordance with Baron and Kenny (1986).

The research found that the human resource management which compose of

training and development, reward, performance appraisal, and career development

opportunities has agree level of agreement. Likewise, the organizational justice and the

perceived organization support have agreed level of the agreement. However, the

research also found that organization commitment which is comprise of affective

commitment, normative commitment that have agree level of agreement while

continuance commitment is only one variable was neutral.

The correlation matrix exposed that the organization commitment has positive

relationship and significant with all variables except the relationship between the

continuance commitment and the perceived organization support, and the relationship

between the continuance commitment and distributive justice. The research found that it

has no relationship between the continuance commitment and the perceived

organization support and between the continuance commitment and distributive justice

as well.

The research model was analyzed by using the structural equation model. The

result of the analysis revealed that the research model was a good fit. Base upon the

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threshold of the goodness-of-fit measure, the result indicated that the model was a good

fit with chi-square (χ² ) of 21.66 and degree of freedom (df) of 15 (p = 0.12); goodness

of fit index (GFI) = 0.99; root mean square residual (RMR) = 0.021; Standardized RMR

(RMSR) = 0.024; and RMSEA = 0.034. All results of goodness of fit statistic measure

have found in line with the acceptable level. In the same direction with the incremental

fit measurements as AGFI, NNFI, NFI, and CFI have the value greater than 0.95. For

the result above indicated that the incremental fit and parsimonious fit measure the

model was a good fit.

This research model revealed that the null hypothesis (Ho1) that B coefficient

for organizational commitment has no relationship is rejected. This supports the

hypothesis (Ha1) that human resource practice has positive relationship with perceived

organization support.

In contrast, the null hypothesis that B coefficient for organizational justice has no

relationship is accepted. The relationship between the organizational justice and

perceived organization support was affect negatively, which mean that increase of

organizational justice has no effect to organization commitment.

In addition, the null hypothesis that B coefficient for perceived organization

support has no relationship with organization commitment was rejected. This supports

the hypothesis that perceived organization support has positive relationship with

organization commitment. The positive relation indicates that increase in perceived

organization support will lead to increase in the organization commitment level of the

employees.

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In brief, in order to increase organization commitment by employees, the

company should concentrate on human resource practice which compose of training

and development, rewards, performance appraisal, and career development

opportunities that linked to the perceived organization support. The result of the

research model indicates higher of perceived organization support, better of

organization commitment.

5.2 Discussion

The study investigates to develop and validate the organization commitment

model in order to maximize utilize the quality of employees in the organization.

5.2.1 Human resource practice

A review of the literature indicates that certain human resource practice reflect

an organization’s concern for their employee’s well-being (including realistic job preview,

organization program, compensation systems, and job security) whereas others (such

as performance appraisals, training and development, and career advancement) focus

on the developmental initiatives of the workers (Allen et. al., 2003; Delery and Doty,

1996; Huselid, 1995; Pfeffer, 1994).

In this research, human resource practice composes of training and

development; the way that employees can deserve how the organization treat them or

they can see how the organization care them, it is incentive employees to develop

themselves; moreover, it is also make individual have more self-esteem and self-

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actualization, rewards; the return an employee anticipates from the business process,

as employee contributes and puts in his hard work to accomplish the organization

goals, and reward is not only mean to tangible values (a monetary), but it also mean to

intangible values as a praise, performance appraisal; it is an analysis of an employee's

recent successes and failures, personal strengths and weaknesses, and suitability for

promotion or further training, and It is also the judgment of an employee's performance

in a job based on considerations other than productivity, and career development

opportunity: It is the opportunities to develop their career skills to keep up with current

trends, and it is always beneficial to seek out career development opportunities of

employees’ professional knowledge.

The result indicated that training and development has overall mean value of

3.770, it means that employees interested in training and development, and they have a

good perception from the way which the organization treats or care about their

capability, and it is also incentive employees to develop themselves. The results show

that the employees give precedence to training and development for their work (3.86)

and the organization has continued provided me with training opportunities enabling

them to extend their range of skills and abilities (3.90). Moreover, the output showed the

agreement value at 0.690 the level of agreement.

Further for the result of rewards has overall mean value of 3.617 indicating that

the reward which includes tangible values (monetary) and intangible values (praise)

incentives the employees to incentives them to work, and also reflect appreciation and

recognition of individual’s performance such as pay increases with tenure, skills and

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work experience, satisfaction with rewards implies willingness of both parties to invest

time and effort in the continuation of the employment relationship. Following the support

data for the research, the result showed that the most of organization place importance

on reward follows works (3.94), and linked the rewards to job performance (3.63). It

indicates that employees give priority on the rewards to their work.

In addition, performance appraisal has overall mean value of 3.589, it indicates

that performance appraisal is a vital tool to measure or analysis an employee's recent

successes and failures, personal strengths and weaknesses, and suitability for

promotion or further training, and It is also the judgment of an employee's performance

in a job based on considerations other than productivity, and career development

opportunity. Following by the result found that the pay raises are determined by

performance appraisal (3.71) indicating the performance appraisal was set as a

standard following the objective of the organization that leads employees creates work

and take charge their function with completely their capabilities.

Furthermore, the career development opportunity has overall mean value at

3.455 indicating that employees see the opportunities as important to develop their

career skills to keep up with current trends, and it is always beneficial to seek out

career development opportunities of employees’ professional knowledge followed by

employees see the equality of men and women regard to the opportunity of work in the

organization (3.83), and equal employment (3.75). It also see that performance

appraisal is one of human resource practice which can creates a good perception of

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employees to organization as an equality and an opportunity to grow in their work along

with the organization growth.

The result also indicates that training and development has positive relationship

with reward (r=0.669, p=0.01); training and development and performance appraisal

(r=0.828, p=0.743); training and development and career development opportunity

(r=0.743, p=0.01); rewards and performance appraisal (r=0.198, p=0.01), rewards and

career development opportunity (r=0.662, p=0.01); performance appraisal and career

development opportunity (r=0.681, p=0.01). The results are in line with the threshold of

the correlation matrix.

The result of the research indicates that all the components of human resource

practice have to test the relationship with perceived organization support of significant

level at = 1.06; t-value=2.45; p=0.01 which was in line with the threshold of SEM, so it

performs that increasing the human resource practice, the perceived organization

support would be higher in the positively affects. The result would be benefit to both of

employees and organization which will improve them for a effectiveness and a better

performance as well.

In brief, all components of human resource practice have overall mean value in

line with the threshold (above the scale midpoint 3); moreover, the human resource

practice has significant relationship with perceived organization support and facets of

human resource practice, and it also has relationship with inter correlated positively as

well.

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5.2.2 Organizational justice

Organizational justice is the recognition by the employee of the organization

justice toward the remuneration process and owned reward remuneration (Greenberg

and Baron, 1997). Besides, Sheppard et al., (1992) have conceptualized the keys

important elements to justice (1) Equity; individual will compare own activity against

peer activity on the similar circumstances and will satisfy when the input and the reward

output are in similar ratio to others, and (2) Correctness; the correctness in making

decision, operation or other actions within the organization.

This study will focus in two dimension of organization justice; distributive justice,

procedural justice. Distributive justice is concerned with the fairness of the distribution of

outcomes in the organization (Greenberg, 1990). Further, procedural justice is defined

as the fairness of formal procedures underlying the decisions that the organization

make concerning employees; moreover, it was defined that the perception of

employees’ regarding the procedure of gathering rewards (Thibaut and Walker, 1975).

The result of distributive justice indicates that it has overall mean value at 3.695

indicating that it has an important in their job followed by the data of the research as the

satisfaction of the employees with the way mandates assigned on the fair basis (3.92),

and the compensation reflects adequately their level of responsibility in the organization

(3.69). The result indicates that employees give an important to distributive justice as a

right of them in the organization.

For the result of procedural justice has overall mean of 3.537, it means that

employees give priority to work process following the management is transparent in

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term of compensation management (3.72), and the well-known of the procedure in

regard to performance evaluation (3.53). It performs that it is a part of equality which

has effect on the employee process of work and linked to compensation management

and performance evaluation.

The result indicates that distributive justice has positive relation with procedural

justice at r=0.508, p=0.01, it shows the significant of relationship between each other

positively. Further the finding also indicates that there was insignificant and negative

relationship between organization justice and perceived organization support = -0.07;

t-value= -0.15; p= 0.01 which is not in line with the threshold, so the organizational

justice doesn’t have an effect to perceived organization support. Regarding to the

sample which were use for this research are different from the other research, so the

result was not in line with the finding in the past; it has relationship with perceived

organization support negatively. One of researcher suggest that organization justice is

not only important to an organization but also important for the well being of the workers

in an organization (Poole, 2008) because justice is an essential role on enhancing

individuals’ satisfaction (Johns and Alan, 2001). Thus, the organizational justice has

negative and insignificant with the perceived organization support and the facets of

organization commitment. However, it is possibility that organizational justice is relate to

job satisfaction or employee satisfaction as the researcher suggest that the

organizational justice is a part of role on heighten individual or employees satisfaction.

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5.2.3 Perceived organization support

The perceived organization support is the variable that meets employees’ needs

through the organization concerns their well-being and toward the values their

contributions to the organization; moreover, the perceived organization support also

incentive the emotional needs, increase work effort. The empirical research Eisenberger

(1986) suggested that POS is assumed to the favorableness of employees’ history of

treatment by organization. Recently literature found that organizations that are willing to

make a long-term investment in their employees are likely to be judged as caring about

their welfare and regard them as a long term assets, such favorable valuation would

enhance employees’ level of perceived organizational support (Nasurdin et. al., 2008).

Further the past researcher the perceived organization support has a direct

effect to an employee as several ways; perception, attitude, behavior, jobs performance

towards the organization commitment. Based on the norm of reciprocity (Gouldner,

1960; Eisenberger et al., 2001), POS would obligate employees to increase their

positive output, attendance, and punctuality.

According the results reported in this research, the perceived organization

support has overall mean value at 3.63 which in line with the above literature. It

indicates employees valued it as the intermediate which is favorable treatment that

organization gives them in order to work efficiency toward the organization commitment.

Favorable treatment associated with little or no obligation would tend to be perceived as

voluntary and benevolent, signifying a high regard for the employee’s contribution and

concern for their welfare. In contrast, favorable treatment that the organization was

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highly obligated to provide would be viewed as being less discretionary and therefore

lass indication of the organization’s high regard for the employees Aselage and

Eisenberger (2003).

Based on the result reported that the perceived organization support was

significant and positively related to organization commitment at = 0.83; t-value= 18.19;

p= 0.01. It support the empirical findings of Mayer and Smith (2001), they indentified the

perceived organization support as a factors that partially mediate the relationships

between human resource management practice and organization commitment, while

Allen et al., (2003) suggests that perceived organization support mediates supportive

human resource management practice linked employees perception and organization

commitment. Nasurdin et al. (2008) suggested that high POS individuals would be

motivated to meet their exchange obligation by remaining more fully engaged in their

work responsibilities.

The result of correlation between the perceived organization support and the

organization commitment reported that it was significantly and positively relate to both

affective commitment (r= 0.788; p= 0.01) and normative commitment (r= 0.290; p=

0.01); however, except continuance commitment (r= 028; p=0.01) which result indicates

that it has no relationship with the perceived organization support.

In summary, the above result indicated that employees place precedence to the

perceived organization support which positively affect to affective commitment; the

employee's positive emotional attachment to the organization, and normative

commitment; the individual commits to and remains with an organization because of

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feelings of obligation. In contrast, the perceived organization support has no relationship

with continuance commitment; the individual commits to the organization because

he/she perceives high costs of losing organizational membership (cf. Becker's 1960

"side bet theory"), including economic costs (such as pension accruals) and social costs

(friendship ties with co-workers) that would be incurred. Thus, employees were treated

in favorable or unfavorable treatments, they will express themselves in the emotion

attachment and good attitude to organization, and they will commit to remain with the

organization because of feeling of obligation. On the other hand, even they have high

perceived organization support or the favorable treatment, the continuance commitment

was separated. Based on the literatures, employees valued continuance commitment as

the tangible or intangible which is important as the economic costs and social costs, so

that are might be most important for their life, and then followed by the affective

commitment and normative commitment. Other word, the perceived organization support

is insignificant only in part of continuance commitment because of it has no relationship

between each other.

5.2.5 Organization commitment

Organization commitment was defined as the relative strength of an individual’s

identification with an involvement in a particular organization Mowday et al., (1979).

Moreover, the impact of organization commitment on individual performance and

organizational effectiveness has timely much interest among researchers (Allen and

Meyer et al., 1996). Moreover, it has become more important than ever for

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understanding employee work-related behavior because it was identified more stable

and less subject to daily fluctuations than employees’ job satisfaction, in result it will

deduct the turnover intension and absenteeism towards to increase more commitment,

especially for affective commitment (Rhoades et al., 2001).

Based on the result, organization commitment has overall mean value of 3.68

which is highest among the variables in this study. The organization commitment is the

final variable which this research investigated to develop and validate the model

included the human resource management and organizational justice by perceived

organization support as the mediator. To conclude, the higher of organization

commitment is present by an affective commitment; an emotional attachment to an

organization and a belief in its value, a continuance commitment; the perceived

economics value of remaining with an organization compared with leaving it, and a

normative commitment; an obligation to remain with an organization for moral or ethical

reasons (Eisenbrger et al., 2002). Thus, it can conclude that organization/employers

typically expect that people with higher levels of employee perception in their job will

have higher of organization commitment.

In summary, the result reported that human resource management has

significant and positive relationship with perceived organization support; moreover,

perceived organization support also has positive effects with organization commitment.

However, organizational justice has insignificant and negative relationship with

perceived organization support. It indicates that perceived organization support

successfully mediated on human resource practice with organization commitment, while

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it failed mediated on organizational justice with organization commitment because

organizational justice has negative relationship with perceived organization support.

Thus, in order to maximize utilized the quality of work by organization commitment, the

organization should improving the human resource management for increasing the

perceived organization support of employees.

5.3 Implication of the study

The research investigated to develop and validate the organization commitment

model which composes of human resource management and organizational justice, and

perceived organization support is the mediator. The sample was about 400 employees

from the general organizations in Bangkok:

Company Website 1. Thai International Airways www.thaiair.com 2. Bangkok Airways www.bangkokair.com 3. Bangkok Flight Services www.bangkokfkightservices.com 4. Armed Forces Research Institute of Medical Sciences (AFRIMS)

www.afrims.org

5. Reuters www.reuters.com 6. Inoue Rubber Thailand Public Co., Ltd. (IRC)

www.ircthailand.com

7. Wealth Management and Life Insurance Company in Asia (AIA)

www.aia.co.th

8. True Corporation www.trucrop.co.th 9. Muangthai Assurance www.muangthai.co.th

According to the result, the human resource management has significant and

positive relationship with perceived organization support. It indicates that employees

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have perception about the way they were treated through the antecedent variables;

training and development, reward, performance appraisal, career development

opportunity.

Employees can perceive the treatments follow the organization objectives which

are along to the vision and mission of organization. Mostly, the objective of employees

training and development are provided for improving the skills such as a

communication; increasing diversity of workforce which will bring a wide variety of

languages and customs, technology; it is needed to improve employees skills in order to

work efficiency, human relations; training not only deduct the stressed, misunderstand,

conflict of workplace, but also incentive the people to get along with colleagues/other,

and for the unity of the organization as well, ethics; in order to increasing the value of

individuals and moral in the work place, ethics is necessary for all employees of the

organization, safety; it is useful with practical advice for avoiding assaults.

In part of rewards, reward is about how people are rewarded in accordance with

their value to an organization. Moreover it is one of important tools to construct the

recognition and initiatives of individuals. Employees were persuaded by rewards which

can create an individual’s effort, motivation, and performance in order to their work

efficiency. Usually, employees were rewarded accordance with individual performance;

which are determined by performance assessment and rating, bonus; reward for

successful performance which are paid by cash, incentives; to reward for individual

achievement which are designed to motivate people to achieve higher levels of

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performance, and commission; the extra benefit of incentive in which sales

representative are paid on the basis of percentage of the sale value they construct.

Further, performance appraisal is widely used in society, it is necessary to

measure the employees’ performance toward the organization’s goals. It focuses to

improve the individuals’ performance, and help to evaluate the criteria enhancing the

better performance along with the organization goals. Besides, performance appraisal

helps employees to understand their roles and their responsibilities; moreover, it gives

them the direction to individuals’ performance.

In addition, career development opportunity, the organization provided the

employees to develop their own action plan to their career objectives. It is enhance

individual to value themselves, preparing for the future roles, to planning the direction

for achieve individual goals. The organization would set the purpose of reviewing the

performance appraisal and outline the discussion, and then review the performance

data compared with the performance review topics, after that discuss the reason for

success and causes of problems, next emphasizing problem solving and concentrating

for the future action, finally after action evaluating the result and discussion in the

employees capability to succeed.

To conclude the implementation of the antecedents of the human resource

practice, overall results of the program which organization provided to employees

construct in order to satisfaction and morale among employees, employee motivation,

and work efficiency. Moreover, it is support the individuals’ skill sets and increasing the

values in themselves. Further, it helps people to know individuals’ weaknesses and

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strengths in order to improve the cause of problem, and also develop themselves to

succeed in their career.

The perceived organization support is a noteworthy variable which was affected

directly by the perception of employees through the organization scheme. Employees

were perceived the favorable treatment which is a positive reciprocal between

employees and the organization. Perceived organization support is also mean to the

positive valuation that organization provides an indication which increased the

individuals’ effort. Enhancing the perceived organization support is inspired by

employees that they tend to attribute the action of the organization through the scheme

to treat them. Accordance with the employees’ perception, higher of favorable treatment

increases the employees believes, work effort, and commitment. Employees were

realized the obligation to repay the organization by enhance performance toward having

a positive emotional attachment, and a perception about values and obligation to remain

with an organization.

Ultimately variable of the study, the organization commitment was defined the

way that meets organization goals. Employees become committed to the organization

in which they have reciprocated that provided by the organization; however, it based on

feeling of loyalty toward the organization. Organization commitment was accepted by

three dimensions.

First, the affective commitment; focusing on how employees indentify with goals

and values of the organization; moreover, it is a concrete thinking in which individual

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perception performs as an individuals’ attitudes, thinking, emotion attachment, and

performance. Increasing of affective commitment is incentive employees having positive

inevitable emotion attachment which they will reaction to their responsibility, vice versa

the organization would get employees better performance toward quality of work in line

with the organization goals.

Second, the continuance commitment refers to the employees’ perceived cost of

living from the organization though tangible or intangible values. It is an important

extrinsic values constructing the individuals’ intrinsic that extend a positive attitude to

remain working in their career. The continuance commitment is encourage employees

to improve and develop themselves having better performance and initiative to work

according to perceived costs of exit. Individuals with high levels of continuance

commitment will believe that it is worth to remain working in line with the covenants that

comprise of terms and condition, and employees benefits.

Finally, the facets of organization commitment from this research; the normative

commitment was defined as the feeling of obligation to continue being employees in the

organization. The way which the organization meets of employees minds through the

benefits, conditions, and emotional needs. Vice versa, employees would feel willing to

do the common good, concern the status and competence, and feel loyalty to the

organization.

5.3.1 Implication to the organization

1. According to the result from this research, it can conduct the employee’s awareness

through the way that organization concerns their’ emotion attachment, needs, and well-

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being. The mediation effects suggest that the highly of employees perception of

perceived organization support as the favorable treatments can motivate them having

the positive attitude, intention to remain, and an obligation to repay to the organization.

2. The study revealed that training and development was placed the most important of

the facets of human resource practices by respondents. It is one key of factors which

employees realized they need to be practiced in order to success in their job. Rewards

was the second most important of the facets of human resource practices, the rewards

is not only mean to a touchable things but also included a praise or a favorable

comment, it can motivate employees to do their job with completely their capability. The

human resource management should focus on the both variables for response their

needs, vice versa in order to enhance job performance and achieve organization

success.

3. The research found that performance appraisals is also important to the aspect of

employees in which it is a condition between organization and employees in order to

achieve in organization goals. The human resource management should try to keep the

standard and failure of job performance through the performance appraisals in order to

improve the weakness; moreover, for the potential future development. Ultimately, in

order to maximize utilize the employee’s performance.

4. Since the results revealed that the mediation effects effectively between the human

resource practices and organization commitment, the perception of how organization

support is very vital in work processes of human resource management in order to

increase the organization commitment. The finding suggested that the facets of human

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resource practices can conduct a good perception of the perceived organization

support, which is influent to employee’s awareness, emotional attachment, and job

performance, further it can also increase the organization commitment. The results also

found that the mediation most effect on affective commitment that the management

should increase the perceived organization support for developing the attachment to the

organization. The empirical research also found that highly of perceived organization

support, it can increase more employee engagement (Eisenberger et al., 1986).

5.4 Limitation of the study

Based on the result, the research model was constructed by the limited

knowledge on organization commitment.

1. The sample of study focus only on the employees of private organization in

Thailand that sample might not be reliable.

2. The research instruments were translated from English to Thai, so it is possibility

to misunderstand for some questions.

3. According to most the data was collected from the employees from private

organization. The data would be more generalized, if the governed segment is

a part of respondent for the research.

5.5 Direct for future research

For the future research regarding to the result is recommended to extend to

study more into other antecedents of organization commitment for development and

validation to the complete model of the commitment.

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In part of the mediator in this research, from the literature reviews and the

variable tables, the perceived organization support can link to other variables that are

possibility to be advantage for the future research.

Based on the result of organizational justices, which has insignificant and

negative relationship with the perceived organization support, it is imply that it may have

the mediator in which linked to the perceived organization support. In order to develop

the model in the future, this research recommended that it is possibility to find other

variable to be the mediator in order to reject negative relationship, and develop for

future research model of itself.

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APPENDICES

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APPENDIX A

ITEM-OBJECTIVE CONGRUENCE INDEX (IOC) FORM

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ITEM-OBJECTIVE CONGRUENCE INDEX (IOC) FORM

TOPIC: A DEVELOPMENT AND VALIDATION OF

ORGANIZATION COMMITMENT MODEL

The Research Objectives

The following are the research objectives:

(1) To develop and validate the organization commitment (OC) model

(2) To study the effect of human resource practices (HR practices) to perceived

organization support (POS)

(3) To study the effect of organizational justices (OJ) to perceived organization

support (POS)

(4) To study the effect of perceived organization support (POS) to

organization commitment (OC)

Please see whether the research questions match with the objective or not?

Kindly tick () in the box against each question

+1 If the question match with my objective.

0 If you are not sure or cannot make a decision.

-1 If the question do not match with my objective.

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ขอ การบรหารงานบคคล ขอเสนอแนะ การอบรมและการพฒนา +1 0 -1 1 องคกรสนบสนนใหพนกงานเพมพนความสามารถ

ของตนเอง

2 องคกรเปดโอกาสใหฉนเขารบการฝกอบรมอยางตอเนองเพอเพมพนระดบทกษะและความสามารถของตนเอง

3 ฉนไดรบโอกาสในการพดคยกบฝายบรหารจดการทรพยากรบคคลเกยวกบขอก าหนดทางดานการฝกอบรมของตนเอง

4 องคกรใหความส าคญกบการฝกอบรมของพนกงาน 5 โปรแกรมการฝกอบรมและการพฒนาตางๆม

ความส าคญตองานของฉนเปนอยางมาก

การประเมนผลการปฏบตงาน +1 0 -1 1 การประเมนผลการปฏบตงานยดตามวตถประสงค

ของหนวยงานเปนหลก

2 การประเมนผลการปฏบตงานยดตามผลเชงปรมาณ(ทแสดงผลเปนตวเลข)

3 หนวยงานใหขอมลทเพยงพอเกยวกบวธการเฉพาะส าหรบระบบการระเมนผลการปฏบตงาน

4 องคกรเปดโอกาสใหพนกงานรบรและสนทนาในผลการประเมนผลปฏบตงานของตนเอง

5 ในองคกรของฉน การขนเงนเดอนจะก าหนดจากผลการปฏบตงานของพนกงานเปนหลก

ผลตอบแทน +1 0 -1 1 การใหสงจงใจ เชน เงนโบนส เปนสวนส าคญของกล

ยทธการจายคาตอบแทนของบรษท

2 การใหสงจงใจ เชน การแบงผลก าไร เปนสวนส าคญของกลยทธการจายคาตอบแทนของบรษท

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3 คาตอบแทนเปนสงจงใจ ทไดรบการออกแบบในอตราคาตอบแทนทสง โดยคดจากรายไดรบโดยรวมของพนกงาน

4 ทบรษทของฉน ผลตอบแทนจะเชอมโยงกบความสามารถในการปฏบตงานของพนกงาน

5 ทบรษทของฉน ผลตอบแทนจะยดตามความประพฤตดของพนกงานเปนหลก

โอกาสในการพฒนาอาชพ +1 0 -1 1 ผชายและผหญงไดรบโอกาสการจางงานอยางเทา

เทยมกน

2 องคกรสนบสนนใหมโอกาสการจางงานอยาง เสมอภาค

3 ฝายบรหารสนบสนนและปฏบตตามขอแนะน าของพนกงานส าหรบโอกาสในการพฒนาอาชพ

4 ฝายบรหารมการพดคยกบฉนเรองแผนกและนโยบายของฝายทรพยากรบคคล

5 ฝายบคคลไดใหความชวยเหลอพนกงานในการเรยนรงานของตนเองและเกยวกบบรษท

ขอ ความยตธรรมในองคกร ขอเสนอแนะ

ความยตธรรมอนเนองมาจากกระบวนการ +1 0 -1

1 พนกงานในองคทราบถงขนตอนการประเมนผลการปฏบตงานของบรษทเปนอยางด

2 หลกการทใชในการก าหนดการเลอนต าแหนงถกก าหนดไวอยางชดเจน

3 ประสทธภาพในการปฏบตงานชวยเพมโอกาสในการไดเลอนต าแหนงของพนกงานในองคกร

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4 ฝายบรหารใหขอมลทชดเจนเกยวกบผลตอบแทนส าหรบพนกงานในองคกร

5 ฝายบรหารมความชดเจนในเรองการบรหารคาตอบแทน

ความยตธรรมในเชงผลตอบแทน +1 0 -1

1 หวหนางานมอบหมายปรมาณงานใหแกพนกงานทกคนอยางยตธรรม

2 ในองคกรของฉน มการแจกจายค าสงงานอยางยตธรรม

3 ฉนรสกพงพอใจกบวธการมอบหมายค าสงงานดวยความยตธรรม

4 ในองคกรของฉน พนกงานมองวาระดบคาตอบแทนของตนสะทอนถงระดบความรบผดชอบของตนเองในองคกร

5 ฉนคดวาหนาทความรบผดชอบ/งานของตวเองมความยตธรรมเมอเทยบกบพนกงานคนอนๆ (ระดบเดยวกน) ภายในองคกร

ขอ การรบรการสนบสนนจากองคกร ขอเสนอแนะ

+1 0 -1

1 องคกรตระหนกถงประสทธภาพในการท างานของฉนทมผลตอสวสดภาพ(ความมนคง)ขององคกร.

2 องคกรค านงถงเปาหมายและคณคาในตวฉนเปนอยางมาก

3 องคกรมความเขาใจเมอฉนตองขาดงานเปนเวลานานอนเนองมาจากความเจบปวย

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4 องคกรใหความสนใจเกยวกบ สวสดภาพของพนกงานทกคน

5 องคกรยนดใหความชวยเหลอเมอฉนตองการความชวยเหลอเปนพเศษ

6 องคกรสนใจเกยวกบความพงพอใจทวไปของฉนในทท างาน

7 องคกรใหความส าคญกบความคดเหนของฉน

8 องคกรรสกภมใจกบการทฉนประสบความส าเรจในทท างาน

9 ถาหากองคกรไดรบผลก าไรเพมมากขน จะมการพจารณาใหผลตอบแทนหรอเงนโบนส

10 องคกรมอบหมายงานอยางเหมาะสมกบคณสมบตของพนกงานในองคกร

ขอ ความยดมนผกพนกบองคกร ขอเสนอแนะ

ความผกพนทเกดจากความรสกและอารมณ +1 0 -1

1 ฉนรสกเหมอนเปนสวนหนงขององคกร

2 ฉนรสกผกพนกบองคกร

3 ฉนรสกวาองคกรนเปนททเหมาะกบฉนเปนอยางมาก

4 ฉนรสกภมใจทจะบอกคนอนๆวาฉนท างานทองคกรน

5 ฉนรสกไดอยางแทจรงวาปญหาใดๆกตามทองคกรตองเผชญเปนปญหาของฉนเหมอนกน

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Approved by…..........................................................

Date…………………….Month…………………2010

ความผกพนทเกดจากความตอเนอง +1 0 -1

1 คงเปนการยากส าหรบฉนทจะตองออกจากองคกรในตอนน

2 หนงในเหตผลหลายๆขอทฉนยงคงท างานทนตอไป คอ สวสดการทองคกรอนอาจจะไมเทากบสวสดการโดยรวมทฉนไดจากทน

ความผกพนทางหลกเกณฑ +1 0 -1

1 ฉนคงจะรสกผดหากตองลาออกจากองคกรในตอนน

2 องคกรสมควรไดรบความจงรกภกดจากฉน

3 ฉนรสกเปนหนบญคณองคกรนเปนอยางมาก

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APPENDIX B

QUESTIONNAIRES

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Dear Sir/Madam,

In accordance with a Master of Business Administration (MBA) student in International

Business Program at The University of the Thai Chamber of Commerce, Bangkok,

Thailand, I am doing research on the topic ‚A development and validation of the

organization commitment model‛.

In this regard, I am would be grateful if you could fill some of personal information and

the form of questionnaire, the information will provide the better understand the

advancement of organization commitment. Your response will be completely kept

anonymous and will be used only for this research.

If you have any question, please contact the undersigned at e-mail:

u_suwanont@hotmail.com

Yours sincerely,

Umaporn Suwanont

MBA in International Business

The University of the Thai Chamber of Commerce

Bangkok, Thailand

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The study of

“A Development and Validation of Organization Commitment model”

Part 1: Personal information

1.1 Please indicate your gender Male Female

1.2 Please indicate your age: 25 – 29 30 – 39 40 – 49 50 – 59 1.3 Please indicate your current marital status: Single Married Divorces 1.4 Please indicate your current level of education attained: Bachelor’s degree Master’s degree Doctor of Philosophy Other field ________________________ 1.5 Company name: ____________________________________________________ Company address: __________________________________________________ Your current position: ________________________________________________ 1.6 The tenure that you been working for the current company __ years __ months

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Please indicate the degree to which you agree or disagree with the statements in

the following (Please mark (x) in one of the boxes below in the following scale: 1 =

strongly disagree; 2 = disagree; 3 = neutral; 4 = agree; 5 = strongly agree)

Human resource practices

No. Training and development 1 2 3 4 5 2.1 The organization encourage employee to extend my abilities. 2.2 The organization has continued provided me with training

opportunities enabling me to extend my range of skills and abilities.

2.3 I get the opportunity to discuss my training requirements with human resource management program.

2.4 This organization is committed to the training of its employees.

2.5 The training and development programs are very important for my work.

No. Performance Appraisal 1 2 3 4 5 2.6 Performance appraisals are based on objectives of

organization.

2.7 Performance appraisals are based on quantifiable results. 2.8 The company has provided enough information regarding

specific methods of the performance evaluation system.

2.9 Employees are allowed to formally communicate regarding the appraisal results.

2.10 In my company, pay raises are determined mainly by an employee’s job performance.

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No. Rewards 1 2 3 4 5 2.11 Pay incentives such bonus is an important part of

the compensation strategy in this company.

2.12 Pay incentives such as a profit sharing is an important part of compensation strategy in this company.

2.13 Pay incentives are designed to provide a significant amount of an employees’ total earning in this company.

2.14 In my company, reward is linked to employees’ job performance.

2.15 In my company, reward is based primary on merit.

No. Career Development Opportunities 1 2 3 4 5 2.16 Men and women have the same employment opportunities in

this organization.

2.17 Equal employment opportunity is promoted within this organization.

2.18 Management encourages/acts on employee suggestions for career development opportunities.

2.19 Management communicates with me about HR programs and policy.

2.20 HR helps employees learn about their job and the company.

Organizational Justice

No. Procedural Justice 1 2 3 4 5 3.1 There exists a well-known corporate procedure in regard to

performance evaluation.

3.2 The criteria used to grant promotions are clearly defined. 3.3 Good performance fairly increases the chances of being

promoted.

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3.4 Management provides clear information in regard to reward for employees.

3.5 Management is transparent in terms of compensation management.

No. Distributive Justice 1 2 3 4 5 3.6 My supervisor has the tendency to give the same

performance ratings to all of his employees.

3.7 In my work unit, hand out mandates with fair manner. 3.8 I am satisfied with the way mandates are assigned on

a fair basis.

3.9 In my work unit, employees consider that their compensation level reflects adequately their level of responsibility in the organization.

3.10 I think my responsibility/work as being fair compared internally employees (same level) in the organization.

Perceived Organization Support

No. Perceived Organization Support 1 2 3 4 5 4.1 The organization is values my contribution to its well-being. 4.2 The organization is strongly considers my goals and values. 4.3 The organization would understand a long absence due to

my illness.

4.4 The organization really cares about my well-being. 4.5 The organization is willing to help me when I need a special

favor.

4.6 The organization care about my general satisfaction at work. 4.7 The organization cares about my opinion. 4.8 The organization takes pride in my accomplishments at work.

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4.9 If the organization earned a greater profit, it would consider giving a rewards or bonus.

4.10 The organization wishes to give me the best possible job for which I am qualified.

Organization Commitment

No. Affective Commitment 1 2 3 4 5 5.1 I feel like a part of the organization. 5.2 I feel emotionally attached to the organization. 5.3 I feel the strong sense of belonging to the organization. 5.4 I am proud to tell others that I work at the organization. 5.5 I feel that any problems faced by the organization are my

problems.

No. Continuance Commitment 1 2 3 4 5 5.6 It would be very hard for me to leave the organization right

now, even if I wanted to.

5.7 One of the reasons I continue to work for the organization is that leaving would require considerable sacrifice-another organization may not match the overall benefits I have here.

No. Normative Commitment 1 2 3 4 5 5.8 I would feel guilty if I left the organization now. 5.9 The organization deserves my loyalty. 5.10 I owe a great deal to the organization.

Recommendation

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งานวจยเรอง

“การพฒนาและการทดสอบความถกตองของโมเดลความยดมนผกพนกบองคกร ”

ขอมลสวนตว

1.1 โปรดระบเพศ เพศชาย เพศหญง

1.2 โปรดระบอาย 25 – 29 30 – 39 40 – 49 50 – 59 1.3 โปรดระบสถานะภาพ: โสด สมรส หยาราง 1.4 โปรดระบระดบการศกษา: ปรญญาตร ปรญญาโท ปรญญาเอก อนๆ (โปรดระบ)_____________________ 1.5 ชอองคกรททานท างานอย _________________________________________ ทอยขององคกร__________________________________________________ ต าแหนงงาน ___________________________________________________ 1.6 ระยะเวลาททานท างานในองคน ____ ป ____ เดอน

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โปรดระบระดบทคณเหนดวยหรอไมเหนดวยตามหวขอขางลางดงน กรณาท าเครองหมาย

กากบาท (x) ลงในชองวางตามระดบตอไปน 1 = ไมเหนดวยอยางยง, 2 = ไมเหนดวย, 3 = ไม

แนใจ, 4 = เหนดวย, 5 = เหนดวยอยางยง

การบรหารงานบคคล

ขอ การอบรมและการพฒนา 1 2 3 4 5 2.1 องคกรสนบสนนใหพนกงานเพมพนความสามารถของตนเอง 2.2 องคกรเปดโอกาสใหฉนเขารบการฝกอบรมอยางตอเนองเพอ

เพมพนระดบทกษะและความสามารถของตนเอง

2.3 ฉนไดรบโอกาสในการพดคยกบฝายบรหารจดการทรพยากรบคคลเกยวกบขอก าหนดทางดานการฝกอบรมของตนเอง

2.4 องคกรใหความส าคญกบการฝกอบรมของพนกงาน 2.5 โปรแกรมการฝกอบรมและการพฒนาตางๆมความส าคญตอ

งานของฉนเปนอยางมาก

ขอ การประเมนผลการปฏบตงาน 1 2 3 4 5 2.6 การประเมนผลการปฏบตงานยดตามวตถประสงคของ

หนวยงานเปนหลก

2.7 การประเมนผลการปฏบตงานยดตามผลเชงปรมาณ (ทแสดงผลเปนตวเลข)

2.8 หนวยงานใหขอมลทเพยงพอเกยวกบวธการเฉพาะส าหรบระบบการประเมนผลการปฏบตงาน

2.9 องคกรเปดโอกาสใหพนกงานรบรและสนทนาในผลการประเมณผลปฏบตงานของตนเอง

2.10 ในองคกรของฉน การขนเงนเดอนจะก าหนดจากผลการปฏบตงานของพนกงานเปนหลก

ขอ ผลตอบแทน 1 2 3 4 5 2.11 การใหสงจงใจ เชน เงนโบนส เปนสวนส าคญของกลยทธการ

จายคาตอบแทนของบรษท

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2.12 การใหสงจงใจ เชน การแบงผลก าไร เปนสวนส าคญของกลยทธการจายคาตอบแทนของบรษท

2.13 คาตอบแทนเปนสงจงใจ ทไดรบการออกแบบในอตราคาตอบแทนทสง โดยคดจากรายไดรบโดยรวมของพนกงาน

2.14 ทบรษทของฉน ผลตอบแทนจะเชอมโยงกบความสามารถในการปฏบตงานของพนกงาน

2.15 ทบรษทของฉน ผลตอบแทนจะยดตามความประพฤตดของพนกงานเปนหลก

ขอ โอกาสในการพฒนาอาชพ 1 2 3 4 5 2.16 ผชายและผหญงไดรบโอกาสการจางงานอยางเทาเทยมกน 2.17 องคกรสนบสนนใหมโอกาสการจางงานอยางเสมอภาค 2.18 ฝายบรหารสนบสนนและปฏบตตามขอแนะน าของพนกงาน

ส าหรบโอกาสในการพฒนาอาชพ

2.19 ฝายบรหารมการพดคยกบฉนเรองแผนกและนโยบายของฝายทรพยากรบคคล

2.20 ฝายบคคลไดใหความชวยเหลอพนกงานในการเรยนรงานของตนเองและเกยวกบบรษท

ความยตธรรมในองคกร

ขอ ความยตธรรมอนเนองมาจากกระบวนการ 1 2 3 4 5 3.1 พนกงานในองคทราบถงขนตอนการประเมนผลการ

ปฎบตงานของบรษทเปนอยางด

3.2 หลกการทใชในการก าหนดการเลอนต าแหนงถกก าหนดไวอยางชดเจน

3.3 ประสทธภาพในการปฏบตงานชวยเพมโอกาสในการไดเลอนต าแหนงของพนกงานในองคกร

3.4 ฝายบรหารใหขอมลทชดเจนเกยวกบผลตอบแทนส าหรบพนกงาน

3.5 ฝายบรหารมความชดเจนในเรองการบรหารคาตอบแทน

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ขอ ความยตธรรมในเชงผลตอบแทน 1 2 3 4 5 3.6 หวหนางานมอบหมายปรมาณงานใหแกพนกงานทกคน

อยางยตธรรม

3.7 ในองคกรของฉน มการแจกจายค าสงงานอยางยตธรรม 3.8 ฉนรสกพงพอใจกบวธการมอบหมายค าสงงานดวย

ความยตธรรม

3.9 ในองคกรของฉน พนกงานมองวาระดบคาตอบแทนของตนสะทอนถงระดบความรบผดชอบของตนเองในองคกร

3.10 ฉนคดวาหนาทความรบผดชอบ/งานของตวเองมความยตธรรมเมอเทยบกบพนกงานคนอนๆ (ระดบเดยวกน) ภายในองคกร

การรบรการสนบสนนจากองคกร

ขอ การรบรการสนบสนนจากองคกร 1 2 3 4 5 4.1 องคกรตระหนกถงประสทธภาพในการท างานของฉนทมผล

ตอสวสดภาพ(ความมนคง) ขององคกร

4.2 องคกรค านงถงาเปาหมายและคณคาในตวฉนเปนอยางมาก 4.3 องคกรมความเขาใจเมอฉนตองขาดงานเปนเวลานานอน

เนองมาจากความเจบปวย

4.4 องคกรใหความสนใจเกยวกบสวสดภาพของพนกงานทกคน 4.5 องคกรยนดใหคววามชวยเหลอเมอฉนตองการความ

ชวยเหลอเปนพเศษ

4.6 องคกรสนใจเกยวกบความพงพอใจทวไปของฉนในทท างาน 4.7 องคกรใหความส าคญกบความคดเหนของฉน 4.8 องคกรรสกภมใจกบการทฉนประสบความส าเรจในทท างาน 4.9 ถาหากองคกรไดรบผลก าไรเพมมากขน จะมการพจารณาให

ผลตอบแทนหรอเงนโบนส

4.10 องคกรมอบหมายงานอยางเหมาะสมกบคณสมบตของพนกงานในองคกร

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ความยดมนผกพนกบองคกร

ขอ ความผกพนทเกดจากความรสกและอารมณ 1 2 3 4 5 5.1 ฉนรสกเหมอนเปนสวนหนงขององคกร 5.2 ฉนรสกผกพนกบองคกร 5.3 ฉนรสกวาองคกรนเปนททเหมาะกบฉนเปนอยางมาก 5.4 ฉนรสกภมใจทจะบอกคนอนๆวาฉนท างานทองคกรน 5.5 ฉนรสกไดอยางแทจรงวาปญหาใดๆกตามทองคกรตองเผชญ

เปนปญหาของฉนเหมอนกน

ขอ ความผกพนทเกดจากความตอเนอง 1 2 3 4 5 5.6 คงเปนการยากส าหรบฉนทจะตองออกจากองคกรในตอนน

ถงแมวาฉนจะตองการอยางนนกตาม

5.7 หนงในเหตผลหลายๆขอทฉนยงคงท างานทนตอไป คอ สวสดการทองคกรอนอาจจะไมเทากบสวสดการโดยรวมทฉนไดจากทน

ขอ ความผกพนทางหลกเกณฑ 1 2 3 4 5 5.8 ฉนคงจะรสกผดหากตองลาออกจากองคกรในตอนน 5.9 องคกรสมควรไดรบความจงรกภกดจากฉน 5.10 ฉนรสกเปนหนบญคณองคกรนเปนอยางมาก

ขอเสนอแนะ

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APPENDIX C

VARIABLES FRAMEWORK

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The list of references according to the variables framework

1. Allen, D.G., Shore, L.M. and Griffeth, R.W. (2003), ‚The role of perceived

organizational support ad supportive human resource practices in the

turnover process‛, Journal of Management, Vol. 29, pp. 99–118.

2. Pazy, A. and Gunzach, Y. (2006), ‚Pay contingency and the effects of perceived

organizational support and supervisor support on performance and

commitment‛, Journal of Management, pp.1-49

3. Guchait, P. (2007), ‚Human Resource Management Practices and Organizational

Commitment and Intention to leave: the mediating role of perceived

organization support and psychological contracts‛,

available at http://edt.missouri.edu.

4. Tan, F.M. (2008), ‚Linking Career Development Practices to turnover intention: the

mediator of perceived organizational support‛, Journals of Business and

Public Affairs, Vol. 2 No. 1, pp. 1934-7219.

5. Long, C.S. (2008), ‚Understanding the relationship of HR competencies & roles of

Malaysian human resource professionals‛, European Journal of Social

Sciences, Vol. 7, No. 1, pp. 88-103.

6. Joo, B. (2008), ‚The antecedents and consequence of organization commitment: The

roles of organizational learning culture, Leader member exchange

quality, and Turnover intention‛, Midwest Academy of Management

Conference, Vol. 21, No. 1, pp. 69-85.

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7. Ismail, A. (2009), ‚Supervisor communication in training program: An empirical study

in Malaysia‛, Management and Marketing Journal, Vol. 7, No. 1,

pp. 59-78.

8. Nasurdin, M.A., Hemdi, A.M. and Guat, P.L. (2008), ‚Does perceived organizational

support mediate the relationship between human resource management

practices and organizational commitment?‛, Asian Academy of

Management Journal, Vol. 13 No.1, pp. 15-36.

9. Phelps, A.J., Heilman, G.S., Holt, T.D., and Leach, E.S. (2008), ‚Moderating

effects of perceived organization support on the relationship between job

satisfaction and turnover intentions for recently related USAF enlisted

members‛, available at http://www.asbb.org/file/2008.

10. Lilly, J., Kavanaugh, J., Zelbst, P., and Duffy, J. (2008), ‚The impact of human

resource practices on low-income workers in the context of a natural

disaster‛, Institute of Behavioral and Applied Management, pp. 110-136.

11. Hughes, W.L., Avey, B.J., and Norman, M.S. (2008), ‚A study of supportive

climate, trust, engagement, and organization commitment‛, Journal of

Business of Leadership, Vol. 4 No. 2, pp. 51-59.

12. Tan, F.M. (2008), ‚Organisational support as the mediator of career-related HRM

practices and affective commitment: evidence from knowledge workers

in Malaysia‛, Research and Practice in human resource management,

Vol.16, No. 2, pp. 8-24.

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13. Asgari, A. (2008), ‚The relationship between transformational leadership behaviors,

organizational justice, leader member exchange, perceived organization

support, trust in management and organizational citizenship behaviors‛,

European Journal of Scientific Research, Vol. 23 No. 2, pp. 227-242.

14. Mohamad, A.A. (2008), ‚Human resource practices and organization performance

incentives as moderator‛, Journal of Academic Research in Economics,

Vol 1, No. 2, pp. 229-244.

15. Mallaiah, T.Y. (2009), ‚Management of employee expectations, performance and

satisfaction in university library: an empirical study‛, Annuals of Library

and Information Studies, Vol. 56, pp. 13-21.

16. Nelson, K. and McCann, E.J. (2009), ‚Designing for knowledge worker retention and

organization performance‛, Journal of Management and Marketing

Research, pp. 1-10.

17. Warsi, S., Fatima, N., and Sahibzada, A.S. (2009), ‚Study on relationship between

organization commitment and its determinants among private sector

employees of Pakistan‛, International Review of Business Research,

Vol. 5 No. 3, pp. 389-400.

18. Abbas, Q. and Yaqoob, S. (2009), ‚Effect of Leadership development on employee

performance in Pakistan‛, Pakistan Economics and Social Review,

Vol. 47 No. 2, pp. 269-292.

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19. Liao, C. and Lee, C. (2009), ‚An empirical study of employee job involvement and

personality traits: The case of Taiwan‛, International Journal of Economic

and Management, Vol.3 No.1, pp. 22-36.

20. Dorenbosch, L.W. (2009), ‚Consistency among Multiple HRM practices:

Conceptualisation, Measurement and Effects‛, European Journal of

Scientific Research, Vol. 22 No. 1, pp. 89-97.

21. Hensel, R.W., Meijers, F., Kessels, J.W.M., and Van Der Leeden, M. (2009), ‚The

relation between Personal Growth Needs concerning the

development of personal qualities and the Five Factor Model of

personality‛, Journal of Applied Psychology, Vol. 88: 100-112.

22. Gong, Y., Huang, J., and Farh, J. (2009), ‚Employee learning orientation,

transformational leadership, and employee creativity: the mediating role

of employee creative self-efficacy‛, Academy of Management Journal,

Vol. 52, No. 4, pp. 765–778.

23. Kuipers, B. (2009), ‚Human Resource Management and Performance of Public

Organizations: A Study of HRM‛, Employee Attitude and Behavior and

Public Service Quality of Dutch Municipalities, In International Joint

Conference on Artificial Intelligence (IJCAI),

http://www.eur.nl/fsw/english/publicadministration/research/.

24. Dimba, B. and K’Obonyo, P. (2009), ‚The Effect of Strategic Human Resource

Management Practices on Performance of Manufacturing Multinational

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Companies in Kenya: A Moderating Role of Employee Cultural

Orientations‛, Academy of Management Journal, Vol.1, No.2, pp 73-84.

25. Takeuchi, R., Wang, M., Marinova, V.S., and Yao, X. (2009), ‚Role of domain

specific facets of perceived organization support during expatriation and

implementations for performance‛, Journal of Organization Science,

Vol. 20 No. 3, pp. 621-634.

26. Ouyang, Y. (2009), ‚The Mediating Effects of Job Stress and Job Involvement

Under Job Instability: Banking ServicePersonnel of Taiwan as an

Example‛, Journal of Money, Investment and Banking, No.11, pp. 16-26.

27. Daugherty, N., Forward, L.G., Michel, H., and Sandberg, D. (2008), ‚The effects of

communication, religiosity, and organizational support on student

commitment at a church-related university‛, Human Communication, A

Publication of the Pacific and Asian Communication Association.

Vol. 12, No. 1, pp. 33-52.

28. Acquaah, M. and Tukamushaba, K.E. (2009), ‚Human factor, Organizational justice,

and Percieved organizational effectiveness: An empirical analysis from

Ghana and Uganda Reposition African Business and Development for

the 21th Century‛, Vol.10.

29. Gomes, R.D. (2009), ‚Organizational change and job satisfaction: the mediating role

of organization commitment‛, Comuni Cação e ciências empresariais,

pp. 177-197.

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30. Kaše, R., Paauwe, J., and Zupan, N. (2009), ‚HR Practices, International relations,

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APPENDICES D

GOODNESS OF STATISTICS

AND

FIT INDICES AND ACCEPTABLE THERESHOLDS

By LISREL

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Goodness of Fit Statistics

Degrees of Freedom = 15 Minimum Fit Function Chi-Square = 21.66 (P = 0.12)

Normal Theory Weighted Least Squares Chi-Square = 22.04 (P = 0.11) Estimated Non-centrality Parameter (NCP) = 7.04

90 Percent Confidence Interval for NCP = (0.0 ; 23.72)

Minimum Fit Function Value = 0.054 Population Discrepancy Function Value (F0) = 0.018 90 Percent Confidence Interval for F0 = (0.0 ; 0.059)

Root Mean Square Error of Approximation (RMSEA) = 0.034 90 Percent Confidence Interval for RMSEA = (0.0 ; 0.063)

P-Value for Test of Close Fit (RMSEA < 0.05) = 0.79

Expected Cross-Validation Index (ECVI) = 0.26 90 Percent Confidence Interval for ECVI = (0.24 ; 0.30)

ECVI for Saturated Model = 0.28 ECVI for Independence Model = 13.40

Chi-Square for Independence Model with 45 Degrees of Freedom = 5324.77

Independence AIC = 5344.77 Model AIC = 102.04

Saturated AIC = 110.00 Independence CAIC = 5394.69

Model CAIC = 301.70 Saturated CAIC = 384.53

Normed Fit Index (NFI) = 1.00

Non-Normed Fit Index (NNFI) = 1.00 Parsimony Normed Fit Index (PNFI) = 0.33

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Comparative Fit Index (CFI) = 1.00 Incremental Fit Index (IFI) = 1.00 Relative Fit Index (RFI) = 0.99

Critical N (CN) = 564.29

Root Mean Square Residual (RMR) = 0.021 Standardized RMR = 0.024

Goodness of Fit Index (GFI) = 0.99

Adjusted Goodness of Fit Index (AGFI) = 0.96 Parsimony Goodness of Fit Index (PGFI) = 0.27

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Fit Indices and Acceptable thresholds

FIT Index Acceptable threshold levels

Description

Absolute Fit Indices χ² Low χ² relative to df

with an significant p-value (0.05)

The small χ² and failure to reject the null hypothesis is a sign of a good model fit, while the large χ² and the rejection of null hypothesis is sign that model is not a good fit.

RMSEA values < 0.05 Root Mean Square Error of Approximation < 0.05: represent excellent fit. 0.05-0.08: the model is match with the data. 0.08-0.10: the model is quite match with the data. 0.10 <: the model doesn’t match with the data.

GFI values > 0.95 Goodness of Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

AGFI values > 0.95 Adjusted Goodness of Fit Index Adjust the GFI based on the number of parameters in the model.

RMR Good model have small RMR

Root Mean Square Residual The small of RMR indicates the goof fit of model

SRMR values < 0.05 Standardized version of the RMR < 0.05: it indicates the good fit of model.

EVCI value < EVC (SM,IM) Expected Cross-Validation Index In order to test cross-validation index, EVCI should below EVCI for Standard Model, and EVCI for Independence Model.

AIC value < Saturated AIC Akaike’s information criterion In order to test the model fit, the value of Model AIC should below Saturated AIC.

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Incremental Fit Indices NFI values > 0.95 Normed Fit Index

The scale is range between 0 – 1. The higher values represent the model fit.

NNFI values > 0.95 Non-Normed Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

CFI values > 0.95 Comparative Fit Index The scale is range between 0 – 1. The higher values represent the model fit.

Parsimony Fit Indices Normed χ²

(χ²/df) values within

1-2 range The normed chi squared of the parsimonious fit measure <1: it indicates over fitted model. >2: it indicates model required improvement.

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