Organization Commitment Profile of the Employees

Roots MultiClean Ltd and A1 Chips & Export (India)Pvt Ltd

Gayathri.V
(12PBA005)

A Major Project Report submitted to

Avinashilingam Institute for Home Science and Higher Education for Women
Coimbatore

In partial fulfillment of the requirements for the

Degree of Master in Business Administration.

March, 2014

Dedicated
to my
Family

Acknowledgement

ACKNOWLEDGEMENT
As a mark of gratitude the researcher would like to thank the Chancellor,
Dr.T.S.K.MeenakshiSundaram, M.A., M.Phil., Ph.D., The Vice Chancellor Dr.(Mrs.)
Sheela Ramachandran., Msc. PG Dipl.(FDSC&PR)., Ph.D and The Registrar Dr.(Mrs.)
Gowri Ramakrishnan M.Sc., M.Phil., Ph.D., of Avinashilingam University for Women,
Coimbatore, for having given an opportunity to undertake this project work, which forms
part of the curriculum.
The researcher takes pleasure in thanking Dr.(Mrs.) U.Jerinabi M.Com., M.Phil.,
Dip.Ed., Ph.D., The Dean, Faculty of Business Administration, who has been the backbone
behind each and every event of the department and for her constant and dedicated
encouragement in all endeavours.
The researcher expresses her sincere gratitude and grateful thanks to the Head of the
Department , Avinashilingam School of Management Technology,

Dr.P.Chitramani

M.B.A, M.Phil, Ph.D for her continuous support and encouragement.

The researcher expresses her most profound thankfulness to her supervisor,
Dr.(Mrs.) J.Arthi, M.B.A, M.Phil, Ph.D, Assistant Professor(SG), Avinashilingam School
of Management Technology , for all her patience, creativity encouraging guidance, and
discussions that made this study to what it is. Without her understanding, consideration and
untiring advice, this dissertation would not have been completed successfully.
The researcher expresses her heartfelt thanks to the faculty members of
Avinashilingam School of Management Technology for their constant encouragement and
guidance.
The researcher would like to thank Mr.S.Saravanan, Associate Head-HR and
Mr.N.Sampath Kumar Senior Training and Development Manager at Roots Industries Pvt
Ltd and Mr.S.Murali , Managing Director ,A1 Chips and Export India Pvt Ltd for their
valuable guidance during the project work.
Finally, yet importantly, the researcher would like to express her heartfelt thanks to
her beloved parents for their blessings, her friends for their help, encouragement and wishes
for the successful completion of this project.

Synopsis

SYNOPSIS
In this project an attempt has been made to analyze the Organizational Commitment
level of the employees at Roots MultiClean ltd and A1 Chips Export (India) Pvt Ltd and a
comparative study has been undergone from the results obtained from both the organizations.
In the last two decades, Organizational Commitment has received special attention and has
grown in acceptance in the literature of industrial and organizational psychology, and
organizational behavior. Organizational Commitment is the subject of a number of
organizational behavior studies and is considered an important variable in understanding the
employee behavior and attitudes.
The major objective of this project is to identify the organizational commitment level
of the employees. The three forms of commitment Affective, Continuance and Normative
portray the Organizational Commitment.
In order to reach the objective, primary data have been collected through a structured
questionnaire and secondary data through websites, magazines and journals for the study.
The sample size of this study was 100 employees constituting operatives of Roots
MultiClean Ltd and 100 employees of A1 Chips and Export India Pvt Ltd which are
collected based non-probability sampling techniques.
The research design used is descriptive research. The data is analyzed using the
percentage analysis. Pie charts and bar diagrams were used in the study. The sampling
technique used is non-probability sampling method. The data is analysed using Percentage
Analysis, Mean Score Value, Correlation analysis and Chi-Square Test.
The results of the study show that the employees at Roots MultiClean Ltd show a
high level of affective commitment and normative commitment. It has also been found out
that there is a moderate level of continuance commitment among the employees .Among the
employees at A1 Chips and Export(India)Pvt Ltd it has been found out that the employees
show a high level of affective commitment, continuance commitment and Normative
Commitment. Through employees, organizations can garner a competitive advantage.
Committed employees take pride in organizational membership, believe in the goals and
values of the organisation, and therefore display higher levels of performance and
productivity.

CONTENTS

CHAPTER

TITLE

PAGE NO

LIST OF TABLES
LIST OF CHARTS
I

INTRODUCTION
1.1 MANUFACTURING INDUSTRY

1.2 ROOTS MULTICLEAN LTD

10

1.3 A1 CHIPS AND EXPORT (INDIA) PVT LTD

19

1.4 ORGANISATIONAL COMMITMENT

23

1.5 OBJECTIVES

28

1.6 SCOPE

28

1.7 LIMITATIONS

29

II

REVIEW OF LITERATURE

III

RESEARCH METHODOLOGY

IV

ANALYSIS AND INTERPRETATION

SUMMARY

30
52
55

5.1 FINDINGS

76

5.2 SUGGESTION

88

5.3 CONCLUSION

90

BIBLIOGRAPHY
ANNEXURE

91
94

LIST OF TABLES

TABLE NO

TITLE

PAGE NO

4.3.1

Gender

58

4.3.2

Age

59

4.3.3

Marital Status

60

4.3.4

Educational Qualification

61

4.3.5

Experience

62

4.3.6

Monthly Income

63

4.3.7

Affective Commitment

65

4.3.8

Continuance Commitment

66

4.3.9

Normative Commitment

67

LIST OF CHARTS

TABLE NO

TITLE

PAGE NO

4.3.1

Gender

58

4.3.2

Age

59

4.3.3

Marital Status

60

4.3.4

Educational Qualification

61

4.3.5

Experience

62

4.3.6

Monthly Income

63

4.3.7

Affective Commitment

65

4.3.8

Continuance Commitment

66

4.3.9

Normative Commitment

67

CHAPTER I

Introduction

CHAPTER I
INTRODUCTION

The study on Organizational Commitment Profile of the employees was carried out in
Roots MultiClean Ltd and A1 Chips & Export (India) Pvt Ltd. An attempt has also been
made to do a comparative study of these two companies in the manufacturing sector.
This chapter is categorized as mentioned below:
1.1 The Manufacturing Industry
1.2 Roots MultiClean Ltd
1.3 A1 Chips and Export (India) Pvt Ltd
1.4 Organizational Commitment
1.5 Research Objectives
1.6 Scope
1.7 Limitations

1.1 The Manufacturing Industry

Manufacturing sector is the backbone of any economy. It fuels

productivity,

growth, employment and strengthens agriculture and service sectors. Astronomical growth in
worldwide distribution systems and IT, coupled with opening of trade barriers, has led to
stupendous growth of global manufacturing networks, designed to take advantage of lowwaged yet efficient work force of India.
Classification in Manufacturing
Indian Manufacturing sector is broadly divided into - Capital Goods &
Engineering, Chemicals, Petroleum, Chemicals & Fertilizers,

Packaging,

NonDurables, Electronics, IT Hardware & peripherals, Gems & Jewelry,

Consumer
Leather

&

Leather Product, Mining ,Steel & non-Ferrous Metals, Textiles & Apparels and Water
Equipment

Role of manufacturing in the Indian economy

Manufacturing holds a key position in the Indian economy, accounting for nearly 16 per
cent of real GDP in FY12 and employing about 12.0 per labour force. Growth in the sector
has been matching the strong pace in overall GDP growth over the past few years. For
example, while real GDP expanded at a CAGR of 8.4 per cent over FY05-FY12, growth in
the manufacturing sector was marginally higher at around 8.5 per cent over the same period.
Consequently, its share in the economy has marginally increased during this time to 15.4
per cent from 15.3 per cent. Growth however has remained below that of services, an issue
that has not escaped the attention of policy makers in the country.
Strong growth has been accompanied by a change in the nature of the sector
evolving from a public sector dominated set-up to a more private enterprise-driven one with
global ambitions. In fact, according to UNIDO, India (with the exception of China) is
currently the largest producer of textiles, chemical products, pharmaceuticals, basic metals,
general machinery and equipment, and electrical machinery. In the coming year, the sectors
importance to the global economy is set to increase even further as a combination of supplyside advantages, policy initiatives, and private sector efforts set India on the path to a global
manufacturing hub.

Exhibit 1
Size of the manufacturing sector in India
9000

16.4

8000

16.2

7000

16.0

6000

15.8

5000

15.6

4000

15.4

3000
2000

15.2

1000

15.0

14.8
FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12
Manufacturing sector (size in INR billion, constant prices)
Share in real GDP (%)

Factors Driving the Indian Manufacturing Growth

Fortification in demand enabling sustainable growth of sector
Domestic demand fundamentals for the manufacturing sector in India have never been
rosier as it is now. Strong growth in per- capita income, a young and growing population,
rapid urbanization, and changing lifestyles will ensure that demand growth will keep the
manufacturing sector busy for the coming decades. Per-capita nominal GDP, for example, is
slated to expand at a CAGR of 6.9 per cent over 2010-15. Demand-push from increasing
incomes will be augmented by a rising middle class and a young population, which currently
has a median age of 25 years. According to McKinsey, Indias middle class is likely to
expand 12 times (to about 583 million people) over the period 2005-25. During this time,
urbanization is likely to increase to 38 per cent from 29 per cent. As a result of these varied
factors, India will emerge as the market by 2025 with aggregate consumption in the country
slated to rise by about four times over 2005 -25. A small example here will best illustrate the
evolving nature of consumer preferences in India. Harley Davidson, the iconic US bike
maker, announced in November 2010, its plan for setting up a unit in India.

Exhibit 2
Income categories changes expected in India
70
60
50
40

Seekers: Annual
income
INR200,000500,000

million
households
Aspirers: Annual
income
INR90,000200,000

Strivers: Annual
income
INR500,0001,000,000

30
20
10

Deprived annual
income
<INR90,000

Globals: Annual
income
>INR1,000,000

0
2005

2010

Strivers

Seekers

2015
Deprived

2020

2025

Aspirers

Globals

Source: McKinsey Quarterly Report, Aranca Research

Manufacturing sectors growth spurt

Manufacturing accounts for a large chunk of Indian industry, a fact borne out by the
sectors 75.5 per cent share in the Index of Industrial Production CAGR of 8.7 per
cent during FY05-FY12(FY 12 includes data from April2011 to Feb12), the manufacturing
sector helped the overall industrial sector get over low growth in the other two sub-segments
of IIP, Mining and Quarrying (14.2 weight age in IIP) and Electricity (10.3 weightage in IIP)
witnessed CAGR of 3.4 per cent and 5.8 per cent respectively.

On an even more encouraging note, the manufacturing sector has strengthened in

FY11 compared to the previous fiscal an analysis of 121 sub-sectors by the Confederation
of Indian Industry (CII) reveals that only 5 of them recorded declines in FY11 compared to
25 in FY10. At the same time, key sub- sectors like machine tools, ball and roller bearings,
textile machinery, and utility vehicles recorded either excellent (above 20 per cent) or high
(10-20 per cent) growth, thereby adding to value creation in manufacturing.

Exhibit 3
CAGR (FY05-FY12) of key sub-sectors within manufacturing (IIP)
Manufacturing (Total)

8.7%

Machinery and equipment n.e.c.

12.9%

Motor vehicles#

14.4%

Wood and products of wood*

6.7%

Food products and beverages

6.9%

Textiles

4.2%

Basic metals
0%

9.7%
2%

4%

6%

8%

10%

12%

14%

16%

Source: Central Statistical Organisation, Aranca Research

Note: * inlcudes cork products, articles of straw & plating materials; excludes furniture;
# includes trailers & semi-trailers

Tapping Global Market

Indias growing manufacturing exports
Indias manufacturing exporters have played a key prowess to consumers across the
world. While on one hand sectors such as textiles, and gems and jewellery have been India
markets since ancient times, the country has also made its presence felt in key industries
such as engineering goods and chemicals.
In fact, analysis of India export data for FY11 reveals that engineering goods had
the highest share in manufacturing exports (40.4 per cent), followed by gems and jewellery
(25.2 per cent) and chemicals and related products (17.2 per cent). Overall, total
manufacturing exports in FY11 grew to USD168.0 billion from USD115.2 billion in FY10
The Main Export Markets
The main export market for Indian manufacturing goods was the US and Western
Europe. Within Western Europe, Germany and UK are two of the most important export
markets. The Middle East is also a key destination for Indian goods with the UAE in
particular a major market for Indian gems and jewellery, engineering goods and chemicals.
Increasing Competitiveness of Indian Manufacturing
Sector has an edge in the global arena
India ranks second in the world as per the 2010 Global Manufacturing
Competitiveness Index (GMCI), prepared by the US Council on Competitiveness, and
Deloitte. The index factors in market dynamics as well as policy issues influencing the
sector.
India is ahead of major developed and emerging economies like the US, South Korea,
Brazil and competitiveness will increase further with its index score set to improve to
9.01(out of 10) in the next five years from the 2010.The drivers of GMCI in descending
order of the weight is presented below.

Exhibit 4
Drivers of the GMCI in descending order of weight
Talent-driven innovation
Economic, trade, financial and tax systems
Quality of physical infrastructure
Government investments in manufacturing and innovation
Legal and regulatory system
Supplier network
Local business dynamics
Quality and availability of healthcare
Source: Deloitte and US Council on Competitiveness, Aranca Research

Snap Shot on Key Industries

Automotives
Indias automotives industry, worth USD 48 billion, has evolved from producer of 0.6
million units in the early 1990s to a giant churning out 18.0 million units in 2010. The sector
is dominated by cars which make up two-third of industry turnover. However, in terms of
volumes, two-wheelers have the largest share about three-fourth. As per the Automotive
Mission Plan, the sector will be worth USD145 billion by 2016.

Exhibit 5
Automotive sales (USD billion)

2007

2008

2009

2010E

Revenue

43.6

45.2

48.0

57.1

Cars

22.9

23.8

32.5

37.8

Trucks

14.9

15.4

8.9

12.3

Two-wheelers

5.8

6.0

6.6

7.0

Growth (%)

21.1

3.7

6.2

19.0

10.9

11.2

14.1

18.0

Production
(million units)

Source: Datamonitor, SIAM, Aranca Research

Exhibit 6
Leading market players

Category
Passenger Vehicles

Key Player

Market Share

Maruti Suzuki

45%

MCVs & HCVs

Tata Motors

63%

LCVs

Tata Motors

59%

Piaggio

41%

Hero Honda

59%

Honda

51%

Three Wheelers
Motorcycles
Scooters

Source: SIAM, Aranca Research

Notes: LCV Light Commercial Vehicles, Correspondingly
M

in MCV

and H i n HCV s tan d fo r Medi um

and Hea vy

Key Trends

India is the worlds 4th largest 2 wheeler producer and commercial vehicle producer

Increasing innovations Tata Motors designed the worlds cheapest car (Nano)

Compressed Natural gas (CNG) fuelled vehicles in India have increased at a CAGR of 60
per cent during 2008-10

Growth Drivers

Demand drivers: Rising incomes, growing middle class, a young population, and easy
access to credit

Policy Support: through sops, taxes, FDI encouragement, and focus on developing
India as a global auto manufacturing hub

Opportunities

Global car giants like General Motors, Nissan and Toyota have earmarked India as
the hub for manufacturing small cars for the world market.

India offers a 10-25 per cent cost advantage compared to Europe and Latin America

The electric car market is expected to expand given the passion for fuel efficiency

Given favorable policies (National Automotive Testing and R&D Infrastructure

Project) and a pool of skilled manpower, India is fast emerging as a global R&D hub

Food Processing
Domestic food spending in India touched USD181 billion in 2009 and is estimated to
surge up to USD318 billion on the back of strong growth in per-capita income and a growing
(young) population. The food processing industry stands to gain from the fact that the
country is- the worlds largest fruits and vegetables producer, and the third-largest fish
producer.
Exhibit 7
Key figures (USD billion)
Production

2004
57.0

2005
62.0

2006
68.0

2007
75.0

Growth (%)

10

10

Exports

0.6

1.2

1.4

1.9

Growth (%)

100

17

36

Source: Flavours of Incredible India (Ernst & Young, 2009),

Aranca Research

Exhibit 8
Leading Market Players

Category

Leading players

Fruits, vegetables,
Dabur, Godrej, Parle, MTR
processed grain
Aerated drinks and
Pepsi, Coca-Cola, Parle
packaged water
MTR, Fritolay, Heinz, Nestle, Britannia,
Packaged food
Cadbury's
Cooperative societies - GCMMF, APDDCF,
Milk and milk products
KMF, Mahasang, NDDB

Source: Aranca Research

Key Trends

Sector accounted for 14 per cent of Indias output in FY09

Consumer food (30 per cent), gain, groundnuts and cereals (28 per cent) and processed
fruits and vegetables (18 per cent) were the main export items in FY11; main
destinations were the Middle East and South East Asia

Unorganized sector dominates; share: 70 per cent of volumes, 50 per cent of value

Growth Drivers

Demand drivers: Rising incomes, increasing urbanization, growing middle class, dual
income households, and a young population

Favorable supply fundamentals: Large agriculture sector, large livestock base, a long
coastline, and a number of inland water bodies

Policy Support: Mega Food Parks, Agri Export Zones, 100 per cent FDI under
automatic route, tax incentives, and recognition as priority sector for bank credit

Opportunities

The fragmented market has huge growth potential as current value addition by the
industry is 20 per cent; the government intends to boost this to 35 per cent by 2015

Household consumption of processed food is expected to double by 2020 on the

rising incomes, poverty alleviation and further urbanization

Potential to evolve as a global food processing hub due to adequate supply of raw
materials, cost advantages, and government support

For the past five decades, workers in manufacturing have been accustomed to the promise
of long-term job security. At the same time, organizations could generally rely on committed
employees who spent their entire careers supporting them. This contract between employees
and employers is disappearing nowadays, and a new employment relationship is emerging in
its place. However, this study attempts to focus organizational commitment level of the
employees at two manufacturing companies and have come out with a comparative analysis
on the results obtained from both the organizations.

1.2. Roots MultiClean Limited

RMCL started the manufacture of mechanized cleaning equipment in the early1990s

through a techno-financial collaboration with Hako Werke, Germany. The alliance became
one of the most successful in the Indian industry.
Today, in India, RMCL is the largest manufacturer and exporter of cleaning
equipment. A state of the art manufacturing facility and a comprehensive marketing and
After Sales Service network, enabled the company to deliver optimum solutions for
customers cleaning needs. Products from RMCL are built around eco friendly concepts and
comply with international quality and safety norms
Today, RMCL has grown into a leader in the Indian cleaning equipment
manufacturing industry and has a significant market presence in the world market. Its domain
expertise spans design, development and manufacture of cleaning equipment. Strategic
alliances have strengthened its presence and broadened the scope of its product offerings.
RMCL is also the exclusive representative in India for several well known and specialized
manufacturers of cleaning equipment across the world.
The company derives its strength from an experienced talent repository, comprising
experts in technology, product design and development, research, manufacturing and
marketing.

Collaboration
The technical alliance and joint venture partnership with Hako Werke catapulted
RMCLs global entry. Several products from the Hako-Roots stable are today leading global
brands in their respective categories.
RMCL later developed its own technological capabilities in product design and
entered into an expertise exchange partnership with Hako. Products thus designed are the
combined result of Roots product design and Hako styling.

Organization Chart

K.RAMASAMY
Executive Director

K.VARUN KARTHIKEYAN
Managing Director

S.CHANDRASEKAR
Executive Director Marketing

C.M VIJAY GANESH

Vice President- Exports

Group Companies
Roots Industries India Ltd The flagship company of the group is the largest manufacturer
of electric horns in India and one among the largest manufacturing companies in the world.
Roots Auto Products Pvt Ltd RAPPL is the countrys largest supplier of air horns with a
sizeable market share of close to 50%.
Roots Precision Products Pvt Ltd RPP is one of the most sought after solution providers
for a variety of precision products in the country.
Roots Cast P Ltd This division of Roots caters to specialized Aluminium / Zinc pressure die
casting and has proven expertise in tool design, manufacturing, die casting, machining and
surface finishing.
Roots Polycraft Ltd This division was established in 1988 to manufacture precision
injection moulding components and has established itself as a trusted solutions provider to
discerning customer organizations.

Quality
RMCL has been quick to adapt to evolving technology and quality compliances.
Accreditations include:

First cleaning equipment manufacturer to comply to ISO 9001-2000 QMS

First cleaning equipment manufacturer to gain ISO 14001-2004 EMS (Environmental

Management System)

First cleaning equipment manufacturer to be certified with ISO 18001-2007 OHSAS

(Occupational Health & Safety)
All products are aligned to match different global standards including CE / CB / GS /
EMS/cTUV

Quality Policy

Products
The Roots MultiClean product stable comprises of comprehensive cleaning solutions
for a wide variety of industrial, commercial and domestic cleaning requirements. In India, all
products are backed by a wide network of After Sales Service centres. Products from RMCL
are backed by critical research and design insights to suit specific Indian conditions and
reflect international styling. The comprehensive range of cleaning machines caters to a
numerous industrial cleaning applications.

Sweeper

Vaccum Cleaner

Scrubber Drier

Single Disc

Partners
RMCL partners with several brands in different world markets and it exclusively represents
these brands in India:

Hako

TTS, Italy

Delfin, Italy

Powerboss, USA

Soteco, Italy

Clearfix,Switzerland

Human Resource Practices

Personal Culture
The management has been encouraging and promoting a very informal culture,
"Personal touch", sense of belonging, enabling employees to become involved and contribute
to the success of the company. The top management also conscientiously inculcates values in
the people.
Work Environment
Special and conscious efforts are directed towards housekeeping of the highest order.
Renovation and modernization of office premises and office support systems are carried out
on an ongoing basis.
Training
Roots believe in systematic training for employees at all levels. As a part of the
Organizational Development efforts, training programmes are being conducted in-house, for
employees at all levels. In addition, staff is also sponsored for need based training
programmes at leading Management Development Institutes.
Total Quality Management
Customer Focus is not merely a buzzword but it has become an important factor of
every day work and has got internalized into the work environment. There is an equal
emphasis on internal customer focus leading to greater team efforts and better crossfunctional relationship.
Quality Circle Movement
To ensure worker participation and team work on the shop-floor, Roots Industries India
Ltd has a very effective Quality Circle Movement in the organization. As on today Roots
Industries India Ltd has 3 operating Quality Circles having 24 members and some of them
have won awards at different conventions and competitions.

Through interaction with workmen in these sessions, a process of 2-way communication has
been initiated and valuable feedback has been received on worker feelings, perception,
problems and attitudes. Simultaneously management has communicated the problems faced
by them and the plans to overcome these problems.
Good Morning Assembly
The management aims in operator's mental & physical fitness and it is ensured through
the GMA.
The operators and shift supervisor, assemble before the I shift beginning and do
occupation of fitness exercise, discuss about the Quality Safety & Production aspects of the
Previous shifts and take Quality / Safety oath.
Through interaction with workmen in these sessions, a process of 2 way
communications has been initiated and valuable feedback has been received on worker
feelings, perception, problems and attitudes. Simultaneously management has communicated
the problems faced by them and the plans to overcome these problems.
Roots have a strong people-oriented work culture that can be seen and felt across all its
member concerns. Whether they work in group or in isolation, their effort is well appreciated
and achievements well rewarded. They have a sense of belonging and they revel in an
environment of openness and trust. Cross-functional teams function as one seamless whole
and foster the true spirit of teamwork.
Roots as a learning organization systematically train its employees at all levels.
Conducted in-house, the training programmes equip them to meet new challenges head on.
Employees are encouraged to voice their feelings, ideas and opinions. There is a successful
suggestion scheme in operation and best suggestions are rewarded.
Lasting relationship will evolve only when people know that their work is valued and
that they contribute meaningfully to the growth of the organization. At Roots, people across
the group companies, through interactions at workshops and seminars, get to know each
other individually, share their common experiences and learn something about life.

Roots Care
Community Awakening & Rehabilitation of Environment
Roots Care Service is formed by Employees of Roots Group to serve the society in the fields
of:
*

Community Health

Education

Social & Spiritual

Environment

General services

The motto is to create awareness among the public about the Environment, Health, to assist
the needy by providing financial and non-financial assistance.
Monthly Motivational Talk (MMT)
Monthly Motivational Talk programme is organized to motivate the employees.
Eminent speakers in various subjects are invited to deliver speech on a topic of current
importance.
Thirukkural Mandram
To motivate the employees' interest over Tamil and Tamil Ilakiyam (Literature),
Roots Thirukkural Mandram has been started and every month eminent speakers are invited
to share their knowledge.
Roots MultiClean Ltd, an unit of Roots Group of Companies provides a work
environment which will make the employee feel committed towards the organization. And
this study on evaluating the organizational commitment level was undertaken in this reputed
organization among the operatives.

1.3 A1 Chips and Export (India) Pvt Ltd

The A-1 Chips was established 35 years ago by Mr. C.Subramaniam with its branch in
Big Bazaar Street. Locally A-1 chips have nine branches in Coimbatore & Tirupur and now it
becomes A-1 Chips and Exports India Pvt Ltd.

And the Secret behind this success is home type production and hygienic methods
carried out in the manufacturing process. A-1 Chips also produces roasted food items which
has become a household name in Tamilnadu, India and their products are marketed all over
India and abroad. TASTE AND QUALITY IS OUR MOTTO, their adage conveys that their
products are well known for its taste and Quality; they have been in this Food industry since
1974 and have set a land mark in food industry.

High standard of sanitation and hygiene is maintained in the plant premises.

Almost, diligence is taken so that the processing area is devoid of diet, flies, rodents and
wastes. The building is of suitable size and design to facilitate proper maintenance size
sanitation operations. The walls have smooth surfaces and are easy to clean. Adequate
facilities for lighting and ventilation are provided. The working area is well planned and
organized such that back tracking and crowding is avoiding by adequate spacing.

The concern is having substantial contemporary manufacturing policy. The

following processes are
Raw material receiving:
The raw materials are received methodically and its quality is checked.
Items are inspected for its freshness, temperature, colour, odour, contamination,
infestation, satisfactory packing, expiry date and labeling. All items are bought
from well reputed supplies who maintain high standard of food, hygiene and
requirement specification. The materials are accepted if they meet the standard
acceptance criteria requirement of their establishment. The sample of raw
materials is taken and they are subjected to physical and chemical examination in
quality control lab.
Storage and distribution:
The received materials are stored at different temperatures to pressure their
wholesomeness till required for preparation. The construction of store room
facilitates, separate storage of perishable and non-perishable items. The issuing of
materials are based on requisition and first in first out procedure are followed.
Production:
All the food prepared is of best quality. The pre-preparations such as
slicing, feeling, soaking, grinding are done in systematic manner. The quality of
their products is ensured by the correct cooking temperature, the fuel, the
equipments, and the raw materials they purchase. Cooking is executed by indirect
heating which assures the quality of their products. Cross-contamination is
eliminated at all stages of productions. All the equipments used non-toxic, noncorrosive and do not effects the characteristics of the food, sanitation and hygiene
are maintained throughout the production. The quality of the on process and final
products are evaluated before packing.

Process

Peeling

Frying

Mixing

Lab Testing

Packing

Packing:

The finished products are taken to the packing area and are cooled before
packing. The products are placed in the conveyor belts and passed through the
metal detector that ensures the absence of any metal. Further the products are
packed in automatic machine. Individual packets are arranged in boxes which are
packed and then delivered.
All the packets are enbelled with company emblem, product name,
ingredients, quantity, nutrient content, manufacturing date, expiry date and
directions to use.
Sanitary facilities:
Adequate supply of potable water is made available in the establishment.
It is ensures that there is no-cross contamination between potable water system
and non-potable water system. Adequate drainage and waste disposable are
facilitated by preventing the risk of contamination of food. A proper system of
waste collection and removal is established. The establishment ensures adequate
cleaning and maintenance of the building to prevent pests. Amenity of the industry
fulfills the sanitary conditions.

A1 Chips and Export (India) Pvt Ltd is famous and well known for its
Tapioca Chips and now it provides more than 300 varieties of snacks, sweets and
savories. It is also expanding its outlets in the cities nearby Coimbatore like
Pollachi. A1 Chips and Export (India) Pvt Ltd also exports chips and other
products to countries such as Dubai, Singapore and Australia.

An attempt has been made to analyze the organizational commitment

level of the employees at this organization among the employees in the outlets at
Coimbatore and in the factory located at Pachapalayam.

1.4 Organizational Commitment

Organizational commitment in recent years has become an important
concept in organizational research and in the understanding of employees'
behavior in the workplace. It reflects the extent to which employees identify with
an organization and are committed to its goals. A meta-analysis of 68 studies and
35,282 individuals revealed a strong relationship between organizational
commitment and job satisfaction (Tett and Meyer, 1993). However, another study
showed that only 38 per cent of employees feel any long-term commitment to
their organization (Today, 1995). Yet greater organizational commitment can aid
higher productivity (Mathieu and Zajac, 1990)
Since the 1960s employee commitment continues to be one of the most
exciting issues for both managers and researchers. The term commitment enjoys
an increasing vogue in sociological discussion. It is used in analyses of both
individual and organizational behavior. It is used in a descriptive concept to mark
out forms of action characteristic of particular kinds of behavior of individuals and
groups (Becker, 1960). Organizational commitment in the fields of Organizational
Behavior and Industrial/Organizational Psychology is, in a general sense, the
employee's psychological attachment to the organization. It can be defined as an
employee's feelings about their job, and Organizational Identification, defined as
the degree to which an employee experiences a 'sense of oneness' with their
organization.
Because the term has been used to express a varied assortment of
ideas, it is fruitless to speculate on its real meaning. The sociologists argue that
commitment and the authority that organizations have over members is rooted in
the nature of employee involvement in the organization. Organizational
researchers and social psychologists view commitment quite differently.
Organizational researchers study attitudinal commitment, focusing on how
employees identify with the goals and values of the organization. This is
commitment viewed primarily from the standpoint of the organization.

Social psychologists study behavioral commitment, focusing on how a

person's behavior serves to bind him to the organization. Once behavior shows
commitment, people must adjust their attitudes accordingly, which then influence
their subsequent behavior. Thus a cycle begins: behavior shapes attitudes and the
shaped attitudes in turn shape behavior. The major driving force behind this
continuous recognition of commitment in the management literature over more
than three decades is that it is often seen as the key to business success
(Benkhoff, 1997).
Many organizations are facing major challenges resulting in restructuring,
reengineering and downsizing. The need for factors that predict organizational
commitment has become more critical. One of the factors that could lead to
healthy organizational climate, increased morale, motivation and productivity is
organizational commitment. Organizational commitment has emerged as a
promising area of research within the study of industrial/organizational
psychology in recent time. (Adebayo, 2006; Meyer and Allen, 1997; Morrow,
1993).Covey (1997) argued that it is possible to purchase man power but it is not
possible to purchase employees hearts, minds, and souls. Nowadays, the most
important resources of an organization are employees intelligence and abilities
(Marshall, 2000).In order for any organization to utilize the intelligence and the
productivity of personnel, the employees must feel a sense of belonging to the
organization.

Employees play an important role in achieving organizational targets;

therefore, analysis of their psychological characteristics and the impact of these on
the organization are crucial. Organizational commitment, in particular, has been a
major field of study in recent years. Commitment has been a topic of considerable
research interest within organizational behavior during the past 25 years
(Mowday, 1998). Interest has seemed to grow over time; there is no evidence of
diminished interest in organizational commitment. So, an attempt has been
through this study to explore the organizational commitment level in two
companies in the manufacturing sector and a comparative analysis of the results
obtained from both the organizations has been made.

Definitions
One commonly used definition of organizational commitment was
developed by Porter et al. (1974). Organizational commitment is defined as the
relative strength of an individuals identification with and involvement in a
particular

organization.

Mowday,

Porter,

and

Steers(1982),

affective

organizational commitment can be characterized by three related factors (1)a

strong belief in and acceptance of the organizations goals and values; (2)a
willingness to exert considerable effort on behalf of the organization and (3)a
strong desire to maintain membership in the organization.
Murray, Gregoire, & Downey, 1991: The counterpart to affective organizational
commitment is continuance organizational commitment, which considers the idea
that individuals do not leave a company for fear of losing their benefits, taking a
pay cut, and not being able to find another job.
Hunt, Chonko and Wood, 1985 : organizational commitment was defined as a
strong desire to remain a member of a particular organization, given opportunities
to change jobs.
O'Reilly and Chatman, 1986: attempted to clarify the construct of organizational
commitment, focusing on the bases of the employee's psychological attachment to
the organization. They distinguished three bases of commitment--compliance,
identification and internalization--and suggested that these three bases of
commitment `may represent separate dimensions of commitment.
Maume, 2006: Organizational Commitment is typically measured by items
tapping respondents willingness to work hard to improve their companies, the fit
between the firms and the workers values, reluctance to leave, and loyalty
toward or pride taken in working for their employers.

Theoretical Background
Interest in organizational commitment has led to the development of
several instruments to measure the construct. Morrow (1983) noted that there were

some 25 concepts and measures related to commitment, and Sutton and Harrison
(1993) called for a moratorium on developing additional measures until existing
ones could be further analyzed and tested. One of the major models of
organizational commitment is that Developed by Meyer and Allen (1991), which
conceptualizes organizational commitment in terms of three distinct dimensions:
affective, continuance, and normative.

Figure 1.4 Allen and Meyer Three component Model

Affective commitment
For several authors, the term commitment is used to describe an affective
orientation toward the organization. Kanter (1968), for example, defined what she
called "cohesion commitment" as the attachment of an individual's fund of
affectivity and emotion to the group. Likewise, Buchanan (1974) described
commitment as a partisan, affective attachment to the goals and values, and to the
organization for its own sake, apart from its purely instrumental worth. Porter and
his associates (Mowday, Steers and Porter, 1979; Porter, Crampon and Smith,
1976; Porter, Steers, Mowday and Boulian, 1974) described commitment as the
relative strength of an individual's identification with and involvement in a
particular organization. It is a "partisan affective attachment to the goals and
values of an organization apart from its instrumental worth" (Popper and Lipshitz,
1992). Employees who are affectively committed to an organization remain with it
because they want to do so (Meyer, Allen and Gellatly, 1990).

Continuance Commitment
For Stebbins (1970), continuance commitment was the awareness of the
impossibility of choosing a different social identity because of the immense
penalties involved in making the switch. Still others have used the term
"calculative" to describe commitment based on a consideration of the costs and
benefits associated with organizational membership that is unrelated to affect
(Etzioni, 1975; Hrebiniak and Alutto, 1972; Stevens, Beyer and Trice, 1978).
Finally, Farrell and Rusbult (1981) suggested that commitment is related to the
probability that an employee will leave his job and involves feelings of
psychological attachment which is independent of affect. Meyer and Allen (1991)
suggested that recognition of the costs associated with leaving the organization is
a conscious psychological state that is shaped by environmental conditions (e.g.
the existence of side bets) and has implications for behavior (e.g. continued
employment with the organization). Employees wise primary link to the
organization is based on continuance commitment remain because they need to do
so (Meyer and Allen, 1991).
Normative Commitment
Finally, a less common, but equally viable, approach has been to view
commitment as an obligation to remain with the organization. Marsh and Mannari
(1977), for example, described the employee with "lifetime commitment" as one
who considers it morally right to stay in the company, regardless of how much
status enhancement or satisfaction the firm gives over the years. In a similar vein,
Wiener (1982) defined commitment as the totality of internalized normative
pressures to act in a way which meets organizational goals and interests and
suggested that individuals exhibit these behaviours solely because they believe it
is the right and moral thing to do. Normative commitment is characterized by
feelings of loyalty to a particular organization resulting from the internalization of
normative pressures on the individual (Popper and Lipshitz, 1992). Employees
with a high level of normative commitment feel they ought to remain with the
organization (Meyer and Allen, 1991).

1.5 Research Objectives

a. Primary Objective
To analyze the organizational commitment level of the employees at Roots
MultiClean Ltd and A1 Chips and Export India Pvt Ltd.
b. Secondary Objective
To identify the relationship between the commitment level and
demographical factors.
To compare the results obtained from the two organizations through a
comparative analysis.
To suggest ways to improve organizational commitment level of the
employees

1.6 Scope
In this era of highly competitive environment, organizations in
manufacturing sector are trying hard to win the mind of customers by providing
them value added service and quality innovative products to remain competitive in
the market. Only a committed employee will be more eager about his job and
more motivated to dedicate a lot of time and effort to accomplish the tasks
required to achieve the organization goal.
Organizational commitment in recent years has become an important concept
in organizational research and in the understanding of employees' behavior in the
workplace. It reflects the extent to which employees identify with an organization and
are committed to its goals. Studies have highlighted that commitment has a great
impact on the successful performance of an organization. This is because a highly
committed employee will identify with the goals and values of the organization, has a
stronger desire to belong to the organization.

Therefore it is important for the company to know what are the aspects that
plays important role or have big impact in boosting the commitment of the

employees. The research would help the employers to understand the type of
commitment of the people in the organization and whether work environment
created by them supports the commitment.

1.7 Limitations

Errors due to the bias of respondents cannot be ruled out in this study.

Difficulty in getting appointments from the personnel managers.

Reluctance of the employees to disclose the facts.

The validity of the study depends upon the information gathered through
primary data collection techniques.

Human nature is very dynamic and thus the level of organizational

commitment may vary from time to time.

Chapter Summary
This chapter provided an insight onto the research on the following areas
such as the current trend in manufacturing sector, the company profile of the two
organizations where the study was undertaken, and the growing research interests
in the area of organizational commitment has also been discussed elaborately
followed by the description of the adopted model for the study. The main aim of
the research, the significance of the study and the research limitations has also
been stated clearly

CHAPTER II

Review Of Literature

CHAPTER II
REVIEW OF LITERATURE

In the last two decades, Organizational Commitment has received special

attention and has grown in acceptance in the literature of industrial and
organizational

psychology,

and

organizational

behavior.

Organizational

Commitment is the subject of a number of organizational behavior studies and is

considered an important variable in understanding the employee behavior and
attitudes (Mowday, Porter and Steers, 1982; Meyer and Allen, 1984; Farkas,
Tetrick, 1989). The literature search indicates that OC is linked to various
antecedents ranging from personal variables and organizational characteristics.
Indias manufacturers have a golden chance to emerge from the shadow of
the countrys services sector and seize more of the global market. McKinsey
analysis finds that rising demand in India, together with the multinationals desire
to diversify their production to include low-cost plants in countries other than
China, could together help Indias manufacturing sector to grow sixfold by 2025,
to $1 trillion, while creating up to 90 million domestic jobs. Recognizing this, a
few leading ones are upgrading their competitiveness by bolstering their
operations to improve the productivity of labor and capital, while launching
targeted programs to train the plant operators, managers, maintenance engineers,
and other professionals the country needs to reach its manufacturing potential. The
workplace trend in manufacturing industries is changing with a rapid pace and
demands for the highest quality of product and service is increasing. To remain
competitive in the face of these pressures, employees organizational commitment
is crucial.
At this juncture, a study on Employees organizational commitment in
manufacturing companies most relevant. It is appropriate to review the previous
researches, surveys and studies for a clear understanding Organizational
Commitment.

The following are the categories based on which the review is scrutinized.

2.1 Antecedents and Outcomes of Organizational commitment

2.1.1 Employee Commitment
2.1.2 Types of OC
2.1.3 Components of OC
2.1.4 OC Model
2.1.5 Developing OC
2.1.6 Determinants and Resultants of OC

2.1 Antecedents and Outcomes of Organizational commitment

Organizational Commitment is an important issue from both the
conceptual and organizational aspect since it may be used to predict employee's
absenteeism, performance, turnover, and other behavior. There is little consensus
concerning the definition of the concept or its measurement. Most researchers
conceive commitment as involving some form of psychological bond between
people and organizations, although there is little consensus as to a useful
operational index of the concept. Allen and Meyer (1990) conceptualized a
multidimensional OC measure that drew on the early works of Porter et al.,
(1974); Becker (1960); and Weiner and Vardi (1980). McGee and Ford (1987),
and Meyer et al., (1990) offered evidence for the presence of other subdimensions of commitment, namely personal sacrifice and lack of alternatives. It
is contended that the OC of managers and other employees is essential for the
survival and effectiveness of large work organizations because the fundamental
responsibility of management is to maintain the organisation in a state of health
necessary to carry on its work. Effective management thus presupposes a
proprietary concern, a sense of responsibility for and dedication to sustaining the
well-being of the organisation. In the absence of ownership as a motive for such
concern, modern organizations have of necessity turned to the deliberate creation
and protection of committed elites (Selznick, 1957; Perrow, 1972).

Studies relating to employees' commitment have been extensively

conducted by various scholars. Various definitions have been given for employee's

commitment. These include an effective response by an employee towards the

whole organisation (Martin and Bennett, 1996). Organizational commitment may
also be defined as a global attitude which can influence an individual's reaction
towards his or her organisation (McCaul et al., 1995). Following a study by
Mowday et al., (1979), OC constitutes (a) belief in and acceptance of an
organizations goals and values, (b) willingness to strive harder to develop an
organisation by being part of the organisation, (c) willingness to continue working
and be loyal to the organisation.

The concept Organizational commitment has grown in popularity in the

literature on industrial and organizational psychology (Cohen, 2003). Early studies
on Organizational commitment viewed the concept as a single dimension, based
on an attitudinal perspective, embracing identification, involvement and loyalty
(Porter, Steers, Mowday and Boulian, 1974). According to Porter et al., (1974) an
attitudinal perspective refers to the psychological attachment or Affective
commitment formed by an employee in relation to his identification and
involvement with the respective organisation.

Porter et al., (1974) further describes Organizational commitment as "an

attachment to the organisation, characterized by an intention to remain in it; an
identification with the values and goals of the organisation; and a willingness to
exert extra effort on its behalf". Individuals consider the extent to which their own
values and goals relate to that of the organisation as part of Organizational
commitment; therefore it is considered to be the linkage between the individual
employee and the organisation.

Another perspective on Organizational commitment is the "exchangebased definition" or "side-bet" theory (Becker, 1960; Alluto, Hrebiniak and
Alonso, 1973). This theory holds that individuals are committed to the
organisation as far as they hold their positions, irrespective of the stressful
conditions they experience. However, should they be given alternative benefits,
they will be willing to leave the organisation.

Mowday, Porter and Steers (1982) support the "side-bet" theory by

describing Organizational commitment as a behavior "relating to the process by
which individuals become locked into a certain organisation and how they deal
with this problem". This behavioral aspect of Organizational commitment is
explained through Calculative and Normative commitments.

Consequently, the concept Organizational commitment is described as tridimensional, characterized by the Affective, Continuance and Normative
dimensions (Meyer and Allen, 1991).

Common to the three dimensions of Organizational commitment is the

view that Organizational commitment is a psychological state that characterizes
organizational member's relationship with the organisation and has implications
for the decision to continue or discontinue membership in the organisation (Meyer
and Allen, 1997). The concept of Organizational commitment is a popular
research topic and has received much empirical study, both as consequences and
antecedents, of other work-related variables of interest.
2.1.1 Employee Commitment
The concept of employment commitment lies at the heart of any analysis
of Human Resource Management. Indeed, the rationale for introducing Human
Resource Management policies is to increase levels of commitment, so that
positive outcomes can ensue. Such is the importance of this construct. Yet, despite
many studies on commitment, very little is understood of what managers mean by
the term 'commitment' when they evaluate someone's performance and
motivation.
Determinants of commitment
A model of employee commitment by Dex, S., Scheibl, F., Smith, C., and
Coussey, M. (2000) hypothesised that commitment would be related to a set of
personal and job related employee characteristics and possible variables related to
the working environment as follows.

Ci = f (Xi, Wi, Oij)

Where
Ci is the level of commitment of employee i
Xi is a set of personal characteristics of employee i Wi is a
set of job related characteristics of employee i

Oij is a set of characteristics of the workplace establishment j where individual i is

employed.

Gallie and White (1993) found that employee commitment was related to
personal characteristics that they called external factors (beliefs, sense of success)
and internal organizational factors (structure and policies of the organisation).
Internal factors that were found to improve commitment included:

The opportunities for personal development;

The higher the extent to which employees skills were
utilized and greater their access to training;

The greater the extent the organisation was seen as a caring

employer; and

The existence of teamwork as a form of supervision.

The literature defines commitment as an employee's level of attachment

to some aspect of work. Various authors have been instrumental in identifying
types of employee commitment as critical constructs in understanding the
attitudes and behavior of employees in an organisation. Rajendran Muthuveloo
and Raduan Che Rose (2005) explain their concept of OC and how OC forms a
subset of employee commitment.

Arguing that conceptual redundancy exists across these, employee

commitment is grouped into three foci, as in Figure 2.2.1, commitment to
work/job, commitment to career/profession and commitment to organisation.

Though this research specifically addresses commitment to the

organisation, or Organizational commitment, it is necessary that work and career
commitment be clarified on the conceptual meaning.

Career Commitment: Career commitment refers to identification with, and

involvement in, one's occupation. Much literature refers to similar or related
concepts: occupational commitment, professional commitment and career salience.

Work Commitment: Work commitment refers neither to the organisation nor to

one's career, but to employment itself. Persons committed to work hold a strong
sense of duty towards their work, and place intrinsic value on work as a central
life interes

Employment
Commitment
Organizational
Commitment

Work /Job
Commitment

Career /
Professional
Commitment

Figure 2.1 Typology of Employee Commitment

Organizational Commitment: The issue of Organizational commitment within

the private sector, has, generally, received significant research focus over the past
25 years. There are two dominant conceptualisations of Organizational
commitment in sociological literature. These are an employee's loyalty towards

the organisation and an employee's intention to stay with the organisation. Loyalty
is an affective response to, and identification with, an organisation, based on a
sense of duty and responsibility.

Herscovitch and Meyer's defines the degree to which an employee

identifies with the goals and values of the organisation and is willing to exert
effort to help it succeed. Loyalty is argued to be an important intervening variable
between the structural conditions of work, and the values, and expectations, of
employees and their decision to stay, or leave.

2.1.2 Types of OC

There are four types of employee Organizational commitment:

"Want to commit", "Have to commit", "Ought to commit" and "Uncommit"

(Bragg et al., 2002). The first type, which comprises employees who commit
themselves to the organisation or their employers voluntarily, are usually those
who are dedicated. Such employees always strive to do their best for their
employers. They are prepared and willing to accept new responsibilities just to
serve their employers. They also have positive behaviour and perceptions towards
things related to their work. This type of workers is most liked by every employer.

The second type comprises employees who feel obliged to give

commitment to their organisation or employer. This type of workers normally
feels trapped in situations which force them to commit themselves to their work.
There are various factors which contribute to such a situation. These include
failure to get employment somewhere else, family problems, nearing retirement,
and health. In some situations, they could choose to leave their job, but they feel
that they cannot afford to do so. This normally results in their doing work under
stress/pressure which leads to the feeling of dissatisfaction, low productivity and
negative behaviour. They also create a lot of problems to their supervisors and
employers.
The third type comprises employees who feel that it is their responsibility

or obligation to offer commitment to their organisation. This type of employees

feels that they are obligated to do whatever is asked by their employer. This sense
of obligation tends to occur with employees who desperately need the job offered
to them by their employers. The fourth type comprises employees who lack
commitment. Majority of them are not satisfied with or have a negative perception
towards their organisation or employer. They actively look for opportunities to
work somewhere else and they tend to work half-heartedly for their organisation.
Most of them have intentions to quit or change job.

The need for high Organizational commitment is an important issue in any

organisation. This is because an employee who is highly committed towards his or
her organisation can be said to be productive, stable, and always strive towards
fulfilling their organisation's needs as opposed to those who are less committed
(Larkey and Morrill, 1995). Studies on job
commitment have used various variables such as individual's background,
organisation, employer, work, and job satisfaction. The findings by Aizzat et al.,
(2003) reveal that marital status (unmarried), qualification (degree) and pay have
negative relationships with commitment towards organisation. Organizational
commitment is also seen as having a direct relationship with low employee
turnover and productivity (Bateman dan Strasser, 1984). One of the findings by
Feather and Rauter (2004) involving permanent and temporary teachers in
Victoria, Australia reveals a positive relationship between Organizational
commitment and organizational identification, influence, variety, skill utilisation
and organizational citizenship behaviour.

Moha Asri Abdulla, Munir Shuib, Zikri Mohammad, Hassan Naziri Khalid
and Junaimah Jauhar (2007) in their research on Employee Organizational
Commitment in SMEs: Manufacturing Sector found that majority of respondents
demonstrates a high level of commitment. A total of 91.4 percent of the
respondents showed a high level of commitment to their organisation. Only 0.8
percent said that they have moderate commitment. The others, around 7.8 percent
had a low level of commitment to their organisation. Employee Organizational
commitment involves five important elements: willingness to put in a great deal of

effort beyond that is normally expected, willingness to claim and tell friends that
the organisation the employee is working for is the best, being loyal to the
organisation, acceptance of almost any job assignment, having a bright future with
the firm, and believing that work policies in the firm are the best. Employee
commitment has been viewed as an intermediate outcome, on the way to
improvements in business performance (Huselid, 1995).

The High Commitment Management (HCM) practices are about employers

using practices that encourage commitment in their employees. This type of
management theory would lead us to expect that jobs with more responsibility and
discretion in the higher status occupations would be expected to be associated with
higher levels of commitment.

Satisfaction with rewards from work, satisfaction with the job itself, and feeling
secure are all likely to be associated with higher levels of commitment, as are
higher pay levels (Dex, S. and Scheibl, E., 2001).

2.1.3 Components of OC

Two major theoretical approaches emerge from previous research on

commitment:
Commitment is viewed as an attitude of attachment to the organisation,
which leads to particular job-related behaviour. The committed employee, for
example, is less often absent, and is less likely to leave the organisation
voluntarily, than the less committed employees.
One line of research in organisations focuses on the implications of certain
types of behaviour on subsequent attitudes. A typical finding is that employees
who freely choose to behave in a certain way, and who find their decision difficult
to change, become committed to the chosen behaviour and develop attitudes
consistent with their choice.

The important issue is not whether the commitment process begins with

either attitude or behaviour. Rather, it is important to recognise the development

of commitment may involve the subtle interplay of attitudes and behaviour over a
period of time. The process through which commitment is developed may involve
self-reinforcing cycles of attitudes and behaviour that evolve on the job, and over
time, strengthen employee commitment to the organisation.

Meyer and Allen (1997) present these three approaches and define their
three dimensional constructs as Affective, Continuance and Normative
commitment.

Affective commitment refers to the employees' emotional attachment to,

identification with, and involvement in, the organisation [based on positive
feelings, or emotions, toward the organisation]. The antecedents for Affective
commitment include perceived job characteristics [task autonomy, task
significance, task identity, skill variety and supervisory feedback], organizational
dependability [extent to which employees feel they can influence decisions on the
work environment and other issues of concern to them].

Figure 2.2 Components of OC (Meyer and Allen,1997)

Continuance commitment refers to commitment based on the costs that the

employee associates with leaving the organisation [due to the high cost of
leaving]. Potential antecedents of Continuance commitment include age, tenure,

career satisfaction and intent to leave. Age and tenure can function as predictors of
Continuance commitment, primarily because of their roles as surrogate measures
of investment in the organisation.
Normative commitment refers to an employee's feeling of obligation to
remain with the organisation [based on the employee having internalized the
values and goals of the organisation]. The potential antecedents for Normative
commitment include co-worker commitment [including Affective and Normative
dimensions, as well as commitment behavior], organizational dependability and
participatory management. Co-workers' commitment is expected to provide
Normative signals that influence the development of Normative commitment.

The employees' level of commitment to an organisation may make them

more eligible to receive both external benefits, such as better wages, and
psychological

rewards

associated

with

belonging.

Organizations

value

commitment among their employees because it is typically assumed to reduce

undesirable behavior, such as lateness and absenteeism. Committed employees
may also be more likely to engage in "extra-role" behavior, such as creativeness or
innovativeness that are vital for maintaining the organizations competitiveness
(Katz and Kahn, 1978).

2.1.4 OC Model
Meyer and Allen (1997) use the tri-dimensional model to conceptualize
Organizational commitment in three dimensions namely, Affective, Continuance
and Normative commitments. These dimensions describe the different ways of
Organizational commitment development and the implications for employees'
behavior.
Figure 2.3 presents the tri-dimensional Organizational commitment model.

Affective commitment dimension

The first dimension of Organizational commitment in the model is

Affective commitment, which represents the individual's emotional attachment to
the organisation. According to Meyer and Allen (1997), Affective commitment is
"the employee's emotional attachment to, identification with, and involvement in
the organisation".

Organizational members, who are committed to an organisation on an

affective basis, continue working for the organisation because they want to (Meyer
and Allen, 1991). Members who are committed on an affective level stay with the
organisation because they view their personal employment relationship as
congruent to the goals and values of the organisation (Beck and Wilson, 2000).

Affective commitment is a work related attitude with positive feelings

towards the organisation (Morrow, 1993). Sheldon (1971) also maintains that this
type of attitude is "an orientation towards the organisation, which links or attaches
the identity of the person to the organisation". Affective commitment is the
relative strength of an individual's identification with and involvement in a
particular organisation (Mowday et al., 1982).

The strength of affective organizational commitment is influenced by the

extent to which the individual's needs and expectations about the organisation are
matched by their actual experience (Storey, 1995). Tetrick (1995, p 589) also
describes affective commitment as value rationality-based organizational
commitment, which refers to the degree of value congruence between an
organizational member and an organisation.

ANTECEDENTS

PROCESSES

DISTAL

PROXIMAL

COMMITMENT

CONSEQUENCES

ORGASATIONAL
CHARACTERISTICS

Size

Structure

Climate Etc

PERSONAL
CHARACTERISTICS

Demographics

Values

Expectations

SOCIALISATION
EXPERIENCES

Cultural

Familial

Organizational

WORK EXPERIENCE

MANAGEMENT
PRACTICES

Selection

Training

Compensation

Job scope

AFFECT-RELATED

Relationships
Participation

Support
Justice

ROLE STATES

Ambiguity

Conflict

PSYCHOLOGICAL
CONTRACT

Social Exchange

Attribution

Met expectations

Person - Job fit

Rationalisation

Need satisfaction

NORM RELATED
Expectations

Obligations

COST RELATED

Alternatives

Investments

ENVIRONMENTAL
CONDITIONS

Overload

Economic
Exchange

AFFECTIVE
COMMITMENT
Organisation
Union

Team

CONTINUANCE
COMMITMENT
Organisation
Union

Team
NORMATIVE
COMMITMENT
Organisation
Union
Team

RETENTION
Withdrawal

Cognition
Turnover
Intention
Turnover

PRODUCTIVE
BEHAVIOUR
Attendance
Performance
Citizenship

EMPLOYEE WELLBEING
Psychological

Health
Physical Health

Health

Career Progress

Unemployment

rate
Family

responsibility
Union Status

Figure 2.3 Organizational Commitment Model (Allen and Meyer,1997)

Continuance Commitment Dimension

The second dimension of the tri-dimensional model of Organizational

commitment is Continuance commitment. Meyer and Allen (1997) define
Continuance commitment as "awareness of the costs associated with leaving the
organisation". It is calculative in nature because of the individual's perception or
weighing of costs and risks associated with leaving the current organisation
(Meyer and Allen, 1997).
Meyer et al., (1990) also maintain that "accrued investments and poor
employment alternatives tend to force individuals to maintain their line of action
and are responsible for these individuals being committed because they need to".
This implies that individuals stay in the organisation, because they are lured by
other accumulated investments which they could lose, such as pension plans,
seniority or organisation specific skills.

Normative Commitment Dimension

The last dimension of the Organizational commitment model is Normative

commitment. Meyer and Allen (1997) define Normative commitment as "a feeling of
obligation to continue employment". Internalised normative beliefs of duty and
obligation make individuals obliged to sustain membership in the organisation
(Allen and Meyer, 1990). According to Meyer and Allen (1991) "employees with
Normative commitment feel that they ought to remain with the organisation". In
terms of the normative dimension, the employees stay because they should do so or
it is the proper thing to do.

Wiener and Vardi (1980) describe Normative commitment as "the work

behaviour of individuals, guided by a sense of duty, obligation and loyalty towards
the organisation". Organizational members are committed to an organisation based
on moral reasons (Iverson and Buttigieg, 1999). The normatively committed
employee considers it morally right to stay in the organisation, regardless of how
much status enhancement or satisfaction the organisation gives him or her over the
years.

2.1.5

Developing OC

Organizational Commitment is a spontaneous process, which develops

through the orientation of individuals to the organisation. The development process
can be described based on stages and levels of Organizational commitment.

Stages of OC

Organizational Commitment develops through stages, which are outlined by

O'Reilly (1989) as Compliance, Identification and Internalisation. These stages are
described in the forthcoming page:

Compliance stage
The first stage, namely compliance centralises around the employee
accepting the influence of others mainly to benefit from them, through remuneration
or promotion (O'Reilly). At this stage, attitudes and behaviour are adopted not
because of shared beliefs but simply to gain specific rewards.

Identification stage

The second stage, namely identification occurs when employees accept the
influence of others in order to maintain a satisfying self-defining relationship with
the organisation (O'Reilly, 1989). Employees feel proud to be part of the
organisation; they may regard the roles they have in the organisation as part of their
self-identity (Best, 1994).

Internalisation stage

The last stage, namely internalisation takes place when the employee finds
the values of the organisation to be intrinsically rewarding and congruent with his or
her personal values (O'Reilly, 1989). Organizational commitment at this level is
based on the Affective dimension (Meyer and Allen, 1997). The employee at this
stage develops not only the sense of belonging but passion to belong to the
organisation hence the commitment is based on a "want to stay" basis. The values of
the individual are therefore congruent with those of the group and the organisation.

Levels of Organizational commitment

There are different levels of Organizational commitment which are related to

the individuals Organizational development commitment. Employee's level of
commitment may move from a low level to a moderate level and continue to develop
to a higher level of commitment (Reichers, 1985).

A high level of Organizational commitment is characterised by a strong

acceptance of the organisationsvaluesandwillingness to exert efforts to remain with

the organisation (Reichers, 1985). Miller (2003) states that "high organizational
commitment means identifying with one's employing organisation". The "will to
stay" suggests that the behavioural tendencies at this level relate closely with
Affective dimension of commitment, where individuals stay because they want to.
The moderate level of Organizational commitment is characterised by a
reasonable acceptance of organizational goals and values as well as the willingness
to exert effort to remain in the organisation (Reichers, 1985).

The level can be viewed as a reasonable or average commitment, which

implies partial commitment. The willingness to stay is an attribution of a moral
commitment associated with the normative dimension of commitment (Meyer and
Allen, 1997). The individuals stay in the organisation because they should do so.

The low level of Organizational commitment is characterised by a lack of

neither acceptance of organizational goals and values nor the willingness to exert
effort to remain with the organisation (Reichers, 1985). The employee who operates
on this level must be disillusioned about the organisation; such an employee may
stay because he or she needs to stay as associated with the continuance dimension
(Meyer and Allen, 1997).

2.1.6 Determinants and Resultants of OC

There are varieties of factors that shape Organizational commitment.

Such factors include the following: job-related factors; employment opportunities;
personal characteristics; positive relationships; organizational structure; and
management style. The findings by Dunham et al., (1994) were consistent with the
research of Steers (1977) and Mottaz (1988) that perceived Participatory
management contribute to create rewarding situations intrinsically conducive to the
development of Affective commitment

Job-related factors
Organizational commitment is an important job-related outcome at the
individual level, which may have an impact on other job-related outcomes such as

turnover, absenteeism, job effort, job role and performance or visa versa (Randall,
1990). The job role that is ambiguous may lead to lack of commitment to the
organisation and promotional opportunities can also enhance or diminish
Organizational commitment (Curry, Wakefield, Price and Mueller, 1996).

Employment opportunities

The existence of employment opportunities can affect Organizational

commitment (Curry et al., 1996). Individuals who have a strong perception that they
stand a chance of finding another job may become less committed to the organisation
as they ponder on such desirable alternatives. Where there is lack of other
employment opportunities, there is a tendency of high level of Organizational
commitment (Vandenberghe, 1996).
Personal characteristics
Organizational commitment can also be affected by the employee's personal
characteristics such as age, years of service and gender (Meyer and Allen, 1997).
Baron and Greenberg (1990) state that, "older employees, those with tenure or
seniority, and those who are satisfied with their own levels of work performance
tend to report higher levels of Organizational commitment than others". This implies
that older people seem to be more committed to the organisation than other age
groups.

Work environment
The working environment is also identified as another factor that affects
Organizational commitment. One of the common working environmental conditions
that may affect Organizational commitment positively is partial ownership of a
company. Ownership of any kind gives employees a sense of importance and they
feel part of the decision-making process (Klein, 1987). This concept of ownership
which includes participation in decision-making on new developments and changes
in the working practices creates a sense of belonging (Armstrong, 1995).
Subramaniam and Mia (2001) indicates that managers who participate in budget

decision-making tend to have a high level of organizational commitment.

Another factor within the work environment that may affect Organizational
commitment is work practices in relation to recruitment and selection, performance
appraisal, promotions and management style (Meyer and Allen, 1997). Metcalfe and
Dick (2001) conclude that "the low level of Organizational commitment of
constables could be attributed to inappropriate selection and promotion which lead to
the perpetuation of managerial style and behaviour that has a negative effect on
Organizational commitment of subordinates".

Positive relationships

The organisation as a workplace environment is built up of working

relationships; one of which is the supervisory relationship. According to Randall
(1990): "the supervisory relationship can affect Organizational commitment either
positively or negatively". A positive supervisory relationship depends on how workrelated practices such as performance management are being implemented in the
organisation (Randall, 1990).

Organizational structure

Organizational structure plays an important role in Organizational

commitment. Bureaucratic structures tend to have a negative effect on
Organizational commitment. Zeffanne (1994) indicates that the removal of
bureaucratic barriers and the creation of more flexible structure are more likely to
contribute to the enhancement of employee commitment both in terms of their
loyalty and attachment to the organisation.

Management style

It is stated by Zefanne (1994) that "the answer to the question of employee

commitment, morale, loyalty and attachment may consist not only in providing
motivators, but also to remove demotivators such as styles of management not suited

to their context and to contemporary employee aspirations". A management style

that encourages employee involvement can help to satisfy employee's desire for
empowerment and demand for commitment towards organizational goals.
Shirley Dex and Colin Smith (1998) used Allen and Meyer's model of OC to
assess whether employee access to family friendly policies in the work place
affected their commitment. Data about the family-friendly policies, and their number
were available from both the manager's questionnaire and the employees themselves.
Comparisons were made of the effects on commitment of policies from these two
alternative sources. There was evidence that access to some family-friendly policies
improved commitment in the case of employees working in the private sector but not
in the public sector.
A research project focuses on Engineers, a key workforce for any country
similar to Malaysia - a nation embarking on a knowledge-based economy. The
author's interest lies in improving Organizational commitment, which, in turn,
reduces engineer turnover and enhances positive organizational outcomes. This
research aims to identify the elements of employee perception and personal
characteristics which have a significant influence on Organizational commitment
amongst engineers in Malaysia. The study evaluates which elements of
Organizational commitment and personal characteristics have implications for
organizational outcomes, comprising loyalty, intention to leave, work stress and Job
performance. The theoretical framework of this research is based on two hypotheses

I.

Positive employee perceptions lead to higher Organizational

Commitment.

II.

Higher Organizational commitment brings positive organizational

Outcomes.
Engineer's perceptions, as antecedents of organizational commitment, are

measured through perceived job characteristics, perceived job satisfaction, perceived

organizational

characteristics

and

role

perception.

The

authors

combine

organizational characteristics and group/leader relationships into one element called

perceived organizational characteristics, while motivation and job satisfaction are

combined into perceived job satisfaction. The authors classify all four elements into
one dimension, called employee perception, as it is the employees feeling about
their role, job and organisation, based on their perceptions.

Employee Perception
- Perceived job characteristics
- Perceived job satisfaction
- Perceived organizational
characteristics
- Role perception

Organizational Commitment
- Affective commitment
- Continuance commitment
- Normative commitment

Personal Characteristics
Age, gender, race, job
tenure, academic
background, country of
graduation, length of
service, position and
religion

Organizational
Outcomes
- Loyalty
- Intention to leave
- Work stress
- Self performance

Figure 2.4 Theoretical frame work (Rajendran

Muthuveloo, Raduan Che Rose, 2005)

Organizational commitment is measured through Affective, Continuance and

Normative commitment, based on the three-component model of Organizational
commitment by Meyer and Allen (2005).

Organizational commitment can have either a negative or a positive effect on

the organisation.

Negative effect of low level Organizational commitment

The negative effect implies that the level of Organizational commitment is
low. Employees with a low level of Organizational commitment tend to be
unproductive and some become loafers at work (Morrow, 1993).

Lowman (1993) states that Organizational commitment can be regarded as a

"work dysfunction when it is characterized by under- commitment and overcommitment". The following are the characteristics of over-commitment and undercommitment according to Lowman (1993):

The OC model and theoretical framework of various studies and researches

had given appropriate insights for the current study to understand the base factors
that influence OC and what impact OC could create on several other factors
Table 2.1
Characteristics of Over-Commitment and Under-Commitment
(Lowman, 1993)

Under-commitment
Fear of success
Fear of failure
Chronic and persistent
procrastination
Negative cultural, familial and
personality factors.
Chronic and persistent underachievement.

Over-commitment
Overly loyal employees
Job and occupational burnout
Obsessive - compulsive patterns at
work.
Neurotic compulsion to succeed.

Extreme high level of energy.

In certain cases the high rate of staff turnover and absenteeism are associated
with the low level of organizational commitment (Morrow, 1993). Cohen (2003, p
xi) motivates that lack of organizational commitment or loyalty is cited as an
explanation of employee absenteeism, turnover, reduced effort expenditure, theft, job
dissatisfaction and unwillingness to relocate.

Positive effect of organizational commitment

Committed organizational members contribute positively to the organisation
which is not the case with less committed members. Cohen (2003, p 18) states that
organizations whose members have higher levels of commitment show higher
performance and productivity and lower levels of absenteeism and tardiness. This
implies that employees with a high level of commitment tend to take greater efforts
to perform and invest their resources in the organisation (Saal & Knight, 1987).

Organizational commitment can result in a stable and productive workforce

(Morrow, 1993). It enables employees to release their creativity and to contribute
towards organizational development initiatives (Walton, 1985).Employees who are
highly committed do not leave the organisation because they are dissatisfied and
tend to take challenging work activities (Meyer &Allen, 1997). Committed members
are normally achievement and innovative orientated with the ultimate aim of
engaging in and improving performance (Morrow, 1993).

Other positive effects of organizational commitment include feelings of

affiliation, attachment and citizenship

behavior, which tend to improve

organizational efficiency and effectiveness (Williams & Anderson, 1991).

Affectively and normatively committed members are more likely to maintain
organizational membership and contribute to the success of the organisation than
continuance-committed members (Meyer & Allen, 1997).

Chapter Summary
This chapter described the concept of organizational commitment based on
the adopted model for this study. Herewith ,the specific aim of literature review,
namely to explore the concept of organizational commitment was met by focusing
on the development, determination and results of OC , the positive and the negative
effects of OC in detail.

CHAPTER III

Research Methodology

CHAPTER III
RESEARCH METHODOLOGY

This chapter addresses the approach to the study. It provides an explanation

of the research design, details regarding the sample, the variables to be examined,
chosen measurement instruments, means of data collection, and data analysis.

This chapter is divided into various sub headings as presented below

3.1 Research Design
3.2 Sample Design
3.3 Data Collection Method
3.4 Measuring Scale and Statistical Tool

3.1 Research Design:

The research design is descriptive. The purpose of descriptive research is to collect
detailed factual information that describes an already existing phenomenon
Ezeeni(1981).

Affective
Commitment

Demographic
Factors

Continuance
Commitment

Normative
Commitment

Organizational
Commitment

3.2 Sample Design:

3.2.1 Population:
All items in any field of enquiry constitute a Universe or Population.
The population for the study constituted the Executives and Staffs of Roots
MultiClean Ltd and employees at A1 Chips and Export (India) Pvt Ltd.
3.2.2 Sample Size:
The sample unit of the study was 100 employees constituting Executives and staffs
of Roots MultiClean Ltd and 100 employees at A1 Chips and Export India Pvt Ltd
constituting of 50 employees from the outlets and 50 employees from the factory.
3.2.3 Sampling Method:
The sampling method used for the study was non-probability judgmental sampling
method.

3.3 Data Collection Method:

Primary Data: Primary data was collected through a structured questionnaire.
Secondary Data:

Secondary data has been collected books, project reports and

project reports and websites.

3.3.1 Tools for data collection:
The questionnaire designed consists of two parts- Demographic Details,
Organizational Commitment. The statements related to OC is derived from OCQ
(Organizational Commitment Questionnaire) developed by Allen and Meyer (1990).
Organizational Commitment was measured using 24 item scales which
comprises of three set of items, they are

Affective commitment (8 items)

Continuance Commitment (8 items),

Normative commitment (8 items).

3.4 Measuring Scale and Statistical Tools

The data collected through questionnaire has been analyzed through
Percentage Analysis, Mean Score Value and Correlation Analysis. The scaling
technique used in the research method are 5-point scales used through factors like
Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree The data has been
represented using bar diagram.

Percentage Analysis:
Percentage analysis method was used for the purpose to tabulate the collected
data and calculate the percentage. The values are plotted using bar charts.

Correlation Analysis:
Correlation refers to any of a broad class of statistical relationships involving
dependence. The correlation coefficient is a measure of linear association between
two variables.
Mean Score Value:
The mean of set of scores is the sum of the scores divided by the number of
scores. Along with the median and the mode, the mean is just one measure of the
central tendency of a set of scores, but the mean is by far the most common and the
most useful.

Chapter Summary
This chapter has described the methodology for the present study in detail. In
also provided details on the population of the study and the exact number of
respondents participated in the study. The type of research design framed for the
study is also mentioned for which the results will be reflected in the following
chapters. The adopted questionnaire for the study, the method of data collection and
the tools to examine the collected data are all discussed precisely.

CHAPTER 1V

Analysis and Interpretation

CHAPTER 1V
ANALYSIS AND INTERPRETATION
In this chapter the statistical measures are used to test the data on various
aspects of the research objectives in order to arrive at a concrete result.
Statistical Package for Social Sciences Version 16 was used to explore the data.
The Chapter is categorized as follows
4.1 Pattern for Analysis
4.2 Reliability Analysis
4.2 Statistical Tables
4.3.1 Affective Commitment
4.3.2 Continuance Commitment
4.3.3 Normative Commitment
4.3 Hypothesis Testing
4.4 Correlation Analysis

4.1 Pattern for Analysis

Factors

Tools Applied

Demographic Variables
Age
Gender
Educational Qualification

Percentage Analysis

Marital Status
Job Related Variables
Experience
Monthly Income
Affective Commitment
Strong Sense of belonging
Part of family

Percentage Analysis

The

Discussion outside
Personal Meaning
Organisation Problems as own

MSV

Easy attachment with other organisation

Emotional Attachment
Spending rest of the career
Continuance Commitment
Few options to leave
Disruption in life
Costly to leave
Afraid to quit job without another one lined up
Matter of necessity

MSV

Scarcity of available alternatives

Personal Sacrifice
Overall benefits
Normative Commitment
Move company to company
Loyal to his/her organisation
Jumping from organisation to organisation
Sense of moral obligation to remain
Better job elsewhere

MSV

Value of remaining loyal

People staying in one organisation
Company man or company women
Hypothesis Testing

Chi-Square

Relationship Between The Three Commitment

Correlation

Scales
Organizational Commitment Profile

Cross Tabulation

4.2 Reliability Analysis

The reliability test concerned with the stability and consistency measurement
to access the goodness of a measure. It will answer the questions on how consistently
it measures a particular concept. Based on the output of the analysis, the Cronbachs
alpha acquired indicates that all the items are positively correlated to one another and
it is internally consistent.

The Cronbachs Alpha testing will be used as it is the most well accepted
reliability test tools applied by social researcher (Sekaran, 2006). In Cronbachs
Alpha reliability analysis, the closer Cronbachs Alpha to 1.0, the higher the internal
consistency reliability. (Cronbachs Alpha; Cronbach, 1946). Cronbach measures ;
1. Reliability less than 0.6 considered poor.
2. Reliability in the range 0.7 is considered to be acceptable.
3. Reliability more than 0.8 are considered to be good
Based on the output of the analysis from Table 4.1 it can be inferred that the
Cronbachs alpha acquired indicates that all the items are positively correlated to one
another and it is internally consistent. On the over all, the reliability of all the
measures was comfortably above 0.66, ranging from 0.66 to 0.85. In summary, the
instrument used to measure each variable in this study is reliable.
Table 4.2
Scale

Cronbach alpha

Cronbach alpha

Number of

coefficient(R)

coefficient(A)

items

Affective Commitment

.859

.665

Continuance Commitment

.697

.793

Normative Commitment

.765

.691

4.3 Statistical Tables

In order to evaluate and compare the demographical data collected from two
organizations, Simple Percentage analysis is used to reduce a series of related
amounts to a series of percentages of a given base. Mean Score value method is
applied to 5-point Likert scale questionnaire (OCQ) to manipulate data for analysis
Gender
Gender refers to the socially constructed roles, behavior, activities and
attributes that a particular society considers appropriate for men and women
Table 4.3.1
Gender

No of Respondents
(R)
60
40
100

Male
Female
Total

%
60
40
100

No of Respondents
(A)
39
61
100

%
39
61
100

From the above table it can be interpreted that the number of male
respondents is more(60%) at Roots Multiclean Ltd when compared to A1 Chips and
Export(India) Pvt Ltd (39%).And it is also found that the

number of female

respondents is more at A1 Chips and Export(India) Pvt Ltd (61%) when compared to
that of Roots Mulitclean Ltd(40%).
Chart 4.3.1
Gender
70
60
50
40
30
20
10
0
Male

Female
Gender (R)

Male

Female
Gender(A)

Age
Age of the employees shows the number of employees working in the
organization with a particular age group. Age indicates the level of maturity in each
individual.
Table 4.3.2
Age
20-25
25-30
30-35
35-40
40-Above
Total

No of Respondents
(R)
23
44
7
12
14
100

%
23
44
7
12
14
100

No of Respondents
(A)
51
10
12
12
15
100

%
51
10
12
12
15
100

From the above table it can be interpreted that majority(51%) of the

respondents at A1 Chips and Export(India) Pvt Ltd are between the age group of 2025 .As in the case of Roots MultiClean Ltd ,majority(44%) of the respondents belong
to the age group of 25-30.
Chart 4.3.2
Age

Marital Status
Marital status will influence the employees to perform their work efficiently
because the married person has more responsibilities and needed to balance work
and life.
Table 4.3.3
Marital
Status

No of Respondents
(R)

No of Respondents
(A)

Married

48

48

54

54

Not Married

52

52

46

46

Total

100

100

100

100

From the above table it can be interpreted that majority(54%) of the

respondents are married at A1 Chips and Export(India) Pvt Ltd when compared to
respondents at Roots Multiclean Ltd. And majority(52%) of the respondents are
single at Roots MultiClean Ltd whereas only 46% of the respondents are single at
A1 Chips and Export(India) Pvt Ltd.
Chart 4.3.3
Marital Status
56
54
52
50
48

46
44
42
Married

Not Married

Marital Status (R)

Married

Not Married

Marital Status (A)

Educational Qualification
Educational qualification is an attribute that must be met or complied with
and that fits a person for something.
Table 4.3.4
Educational
Qualification
UG
PG
10th
12th
Others
Total

No of Respondents
(R)
37
51
0
0
12
100

%
37
51
0
0
12
100

No of Respondents
(A)
23
0
44
33
0
100

%
23
0
44
33
0
100

The above table shows that majority (51%) of the respondents belong to
Postgraduate category at Roots MultiClean Ltd, and majority (44%) of the
respondents have the completed their 10th standard.
Chart 4.3.4
Educational Qualification
60
50
40

30
20
10
0
UG

PG

Others

Educational Qualification(R)

UG

10th

12th

Others

Educational Qualification(A)

Experience
Experience improves the skill of the employee. An experienced person can
perform better than an inexperienced person by avoiding the unnecessary task
attached to a job.
Table 4.5.5
Experience
0-1
1-2
2-4
4-6
6-8
Above 8
Total

No of Respondents
(R)
39
23
12
13
10
3
100

%
39
23
12
13
10
3
100

No of Respondents
(A)
27
16
30
15
5
7
100

%
27
16
30
15
5
7
100

From the Table 4.5.5, it is evident that 28% of the respondents at Roots
MultiClean Ltd have 2-4 years of experience which seems to me similar to that of
the A1 Chips and Export (India) Pvt Ltd where 30% of the respondents belong to 2-4
years of experience category
Chart 4.5.5
Experience

Experience(R)

Experience(A)

Above 8

6-8 years

4-6 years

2-4 years

1-2 years

0-1year

Above 8

6-8 years

4-6 years

2-4 years

1-2 years

0-1year

45
40
35
30
25
20
15
10
5
0

Monthly Income
Income is a type of the compensation received by a private individual or
household often derived from economical activities.
Table 4.3.6

Monthly Income

No of Respondents
(R)

No of Respondents
(A)

Below 5000

12

12

5000 - 10000

14

14

10,000 - 15,000

24

24

58
30

58
30

15,000 - 20,000
20,000 - 25,000
Above 25,000

30
13
19

30
13
19

0
0

0
0

Total

100

100

The Table 4.3.6 shows that 30% of the respondents at Roots MultiClean
Ltd are in the income group of 15,000-20,000. 58% of respondents at A1 Chips and
Export(India) Pvt Ltd are in the income group of 5000-10,000.
Chart 4.3.6
Monthly Income
70
60
50
40
30
20
10

Income(R)

Income(A)

10,000 - 15,000

5000 - 10000

Below 5000

Above 25,000

20,000 - 25,000

15,000 - 20,000

10,000 - 15,000

5000-10000

Below 5000

The Organizational Commitment Scales namely Affective Commitment,

Continuance Commitment and Normative Commitment are analyzed with the help
of Mean Score Value. The mean scores are calculated for 24 items in the OCQ. The
calculated mean score ranges from 1 to 5.The commitment level have been analyzed
with the help of these score. The mean score value measures

Above 3.5 to 5

- High Commitment Level

Above 2.5 and Below 3.5 - Moderate Commitment Level

Above 1 and Below 2.5

- Low Commitment Level

Based on the above rating method the organizational commitment level has
been scrutinized. When the mean score values are above 3.5 it is considered to have
a high commitment level if the mean score is above 2.5 and below 3.5 then it is
considered to have a moderate level of commitment. If the mean score ranges from
above 1 to below 2.5 then there is said to be a low level of commitment. And the
commitment level such as affective, continuance and normative have examined
separately in order to carry out the comparative analysis

Affective Commitment

Affective commitment develops mainly from positive work experiences, such

as job satisfaction and organizational fairness, and is associated with desirable
outcomes, such as higher levels of organizational citizenship behaviors and lower
levels of withdrawal behaviors like absenteeism and tardiness. The table 4.3.7 shows
the mean score values of the affective commitment scales.

Table 4.3.7

S.No

1
2
3
4
5
6
7
8

Statements
Strong Sense of belonging
Part of family
Discussion outside
Personal Meaning
Organisation Problems as own
Easy attachment with other organisation
Easy attachment with other organisation
Spending rest of the career

MSV
(R)

MSV
(A)

4.16
4.22
3.95
3.92
3.86
3.71
3.54
3.75

4.51
4.34
4.62
3.57
4.48
4.07
4.59
3.95

From the Table 4.3.7, it can be interpreted that majority of the respondents of
(R) have a strong sense of belonging towards their organization and feel like a part
of family in their organization and they enjoy discussing about their organization
outside it. Majority of the respondents at (A) tend to discuss about the organization
outside it and feel that they cannot be easily attached to another organization and
tend to possess a strong sense of belonging towards the organization
Affective Commitment
Chart 4.3.7
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Spending rest of the
career

Easy attachment with

other organisation

MSV(A)
Easy attachment with
other organisation

Organisation Problems
as own

Personal Meaning

Discussion outside

Part of family

Strong Sense of
belonging

MSV(R)

Continuance Commitment
Continuance commitment represents a need to stay with the organization and
is not related to positive organizational or individual outcomes.
Table 4.3.8
S.No

Statements

MSV
(R)

MSV
(A)

1
2

Few options to leave

Disruption in life

3.26
3.14

3.30
3.45

3
4

Costly to leave
Afraid to quit job without another one lined up

3.21
3.21

3.45
3.61

5
6
7
8

Matter of necessity
Scarcity of available alternatives
Personal Sacrifice
Overall benefits

3.42
3.02
3.35
3.05

3.84
3.09
3.51
4.07

From the Table 4.3.9, it can be interpreted that majority of the respondents at (R) as
well as at (A) feel that they stay with the organization as a matter of necessity.

Continuance Commitment

Chart 4.3.8
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Overall benefits

Personal Sacrifice

Scarcity of available
alternatives

MSV (A)

Matter of necessity

Afraid to quit job

without another one

Costly to leave

Disruption in life

Few options to leave

MSV (R)

Normative Commitment
Normative commitment

is argued to

develop from organizational

commitment norms that develop pre-entry (through familial and cultural

socialization) or post-entry (through organizational socialization) and appears to be
predictive of positive outcomes, not as strongly as affective commitment
Table 4.3.9
S.No

Statements

MSV(R)

1
2
3
4
5
6
7
8

Move company to company

Loyal to his/her organisation
Jumping from organisation to organisation
Sense of moral obligation to remain
Better job elsewhere
Value of remaining loyal
People staying in one organisation
Company man or company women

MSV(A)

3.45
3.99
3.51
3.47
3.28
3.63
3.52
3.54

4.15
4.68
3.72
4.17
3.96
4.26
3.97
4.39

From the Table 4.3.9, it is evident that majority of the respondents at (R) and
(A) believe that a person must always be loyal to his/her organization
Normative Commitment
Chart 4.3.9

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Company man or
company women

People staying in one

organisation

Value of remaining loyal

Better job elsewhere

Sense of moral
obligation to remain

Jumping from
organisation to

Loyal to his/her
organisation

Move company to
company

MSV(R)
MSV(A)

4.3 Hypothesis Testing

Setting up and testing hypotheses is an essential part of statistical inference.
In order to formulate such a test, usually some theory has been put forward, either
because it is believed to be true or because it is to be used as a basis for argument,
but has not been proved. In each problem considered, the question of interest is
simplified into two competing hypotheses between which we have a choice; the null
hypothesis, denoted H0, against the alternative hypothesis, denoted H1. These two
competing hypotheses are not however treated on an equal basis: special
consideration is given to the null hypothesis.

H0= There is no significant association between Experience

and Affective Commitment.

Hypothesis 1
H1= There is significant association between Experience
and Affective Commitment

H0 = There is no significant association between Marital

Status and Continuance Commitment

Hypothesis 2

Hypothesis 3

H1 =There is significant association between Marital Status

and Continuance Commitment

H0 = There is no significant association between Income and

Normative Commitment
H1= There is significant association between Income and
Normative Commitment.

Figure 4.3 Hypotheses of the study

In order to test the hypotheses of the study, Chi-Square test was carried out. The chisquare test provides a method for testing the association between the Experience,
Marital Status and Income and the affective, continuance and normative commitment
respectively. The null hypothesis H0 assumes that there is no association between the
variables (in other words, one variable does not vary according to the other variable),
while the alternative hypothesis Ha claims that some association does exist. The
outcome of a hypothesis test is "Reject H0 in favor of H1" or "Do not reject H0".

Hypothesis 1
H0= There is no significant association between Experience and Affective
Commitment.
H1= There is significant association between Experience and Affective Commitment

Chi-Square Test between Experience and Affective Commitment

Pearson Chi-Square

P Value

df

Asymp Sig (2sided)

(R)

20.708

10

.023

(A)

1.087

80

.018

The researchers also focusing on employee work experiences suggest that

employees whose work experiences are consistent with their expectations and satisfy
their basic needs tend to develop stronger affective attachment to the organization
(Dunham et al., 1994; Hackett et al., 1994; Meyer et al., 1993).
Based on the table, the results of Chi-square test can be concluded that null
hypothesis is rejected at 5% significance level, which means there is a significant
association between Experience and Affective Commitment and it can be inferred
that the experience of the respondents influence on the affective commitment.
Hypothesis 2
H0= There is no significant association between Marital Status and Continuance
Commitment
H1= There is significant association between Marital Status and Continuance
Commitment.
Marital status has been shown to relate to commitment, with married
employees show more Commitment (Mathieu and Zajac, 1990).

Chi-Square Test between Marital Status and Continuance Commitment

Pearson Chi-Square

P Value

df

Asymp Sig (2sided)

(R)

35.203

17

.006

(A)

35.487

23

.046

Based on the above table , the results of Chi-square test can be concluded that
null hypothesis is rejected, which means that there is a significant association
between Educational Qualification and Continuance Commitment and it can be
inferred that the educational qualification of the respondents influence on the
Continuance commitment.
However, it is suggested that the reason for this is because married
employees will typically have greater financial and family responsibilities, which
increases their need to remain with the organisation.
Hypothesis 3

H0= There is no significant association between Income and Normative Commitment

H1= There is no significant association between Income and Normative
Commitment.

Chi-Square Test between Income and Normative Commitment(R)

Pearson Chi-Square

P Value

df

Asymp Sig (2sided)

(R)

93.661

64

.009

(A)

1.008

76

.030

The studies done by Wan(2007), Martzler and Renzl (2007), Davies et al.,
(2001), Oshagbemi(2000), Okpara (2004) concluded that remuneration is an
important aspect if an organisation wants to see their engine performing their
best.In this study there exists a positive and significant association between Income

and Normative commitment. The impact of income of employees on normative

commitment has been found to be positive and significant.

4.4 Relationship among Organizational Commitment Scales

The combined influence of each of the three commitment components are
made and constructed as separate profiles of combinations like Affective/Normative,
Affective/Continuance and Continuance/Normative. The relationship among the
three combinations is examined using the Correlation Analysis.
Karl Pearson Correlation technique was adopted to reveal the relationship.
Pearsons correlation coefficient is a statistical measure of the strength of a linear
relationship between paired data. A strong, or high, correlation means that two or
more variables have a strong relationship with each other while a weak, or low,
correlation means that the variables are hardly related.
The scale model suggested by Davies (1971) used to describe the relationship
between the independent variables and the dependent variable, are as shown below:
1. 0.7 and above very strong relationship,
2. 0.50 to 0.69 strong relationship,
3. 0.30 to 0.49 moderate relationship,
4. 0.10 to 0.29 low relationships and
5. 0.01 to 0.09 very low relationship.

In order to determine whether there are significant relationships among the

three commitment scales namely, Affective, Continuance and Normative, Pearson
Correlation Coefficient analysis which was carried out is projected in the
forthcoming table.

Correlation among the Organizational Commitment Scales

(A)

Affective Commitment

Affective

Continuance

Normative

Commitment

Commitment

Commitment

.519**

.252*

.000

.012

100

100

100

.519**

.401**

Pearson Correlation

Sig. (2-tailed)
N
Continuance Commitment

Normative Commitment

Pearson Correlation
Sig. (2-tailed)

.000

.000

100

100

100

Pearson Correlation

.252*

.401**

Sig. (2-tailed)

.012

.000

100

100

100

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Correlation among the Organizational Commitment Scales

(R)

AffectiveCommitment

Pearson Correlation

Affective

Continuance

Normative

Commitment

Commitment

Commitment

.356**

.537**

.000

.000

100

100

100

**

Sig. (2-tailed)
N
ContinuanceCommitment

NormativeCommitment

Pearson Correlation

.356

Sig. (2-tailed)

.000

100

Pearson Correlation

**

.537

.000
100

100

**

.600

Sig. (2-tailed)

.000

.000

100

100

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

**

.600

100

Relationship among different Commitment Scales (A)

Affective/Continuance
.519

Affective/Normative
.252

Normative/Continuance
.401

Relationship among different Commitment Scales (R)

Affective/Continuance
.356

Affective/Normative
.537

Normative/Continuance
.600

The researcher also examined correlations for all the scales within the OCQ.
In the correlation Table(A), The data reveals that there is a significant correlation
between Affective and Continuance(.519) , between Affective and Normative(.252)
and Continuance and Normative(.401). In the correlation Table(R) ,The data reveals
that there is a significant correlation between Affective and Continuance(.356)
,between Affective and Normative(.537) and Continuance and Normative(.600).
It is found that three forms of commitment are related yet distinguishable
from one another. But the chance of overlapping of form of commitment cannot be
denied. The nature of these commitment components might differ, but one way or
the other, they have a similar impact on employees decision to continue or
discontinue their employment with the organisation(Caykoalu, Egri and Havlovic,
2007)
It is made apparent through the correlation analysis that different forms of
commitment is prevailing among the corporate respondents. The scores of
Affective/Normative with Continuance/Normative are closely followed by
Affective/Normative. The respondents with normative commitment when retained in
the organisation will try to convert as affectively committed employees. This group
of respondents with Normative commitment may slip into the quadrant of

Continuance commitment and may contribute to the increase in the percentage of

employee turnover.

Affective

Continuance

Normative

Figure 4.4 Relationships between Commitment Scales

The Affective/Normative employees remain in the organisation and work

closely towards the goals attainment unlike Normative/Continuance committed
employees. The significant relationship between Normative and Continuance
commitment indicate that the respondents if not given adequate grounds to
reciprocate will try to be employees with Continuance commitment.

The Affective/Continuance nature of respondents if given right opportunities

and a favourable work environment would stay in the current organisation. In future
research, it may be possible to identify Commitment profiles that differentiate
employees who are likely to remain with the organisation and contribute positively
to its effectiveness from those who remain but contribute little.

Even though the employees are attached emotionally with the organisation if
the opportunities available in the industry broaden, there are chances they will
choose to leave the organisation. In order to retain the affectively committed
employees for a longer time the organisation need to concentrate on issues of
concern to employees like supervisory feedback, challenging job, participatory
management.

CHAPTER V

Summary

CHAPTER V
SUMMARY

This chapter presents the discussions of the results and the findings based on the
analysis conducted throughout the entire study
This chapter is broadly classified into
5.1 Recapitulation of the Study
5.2 Findings
5.2.1 Comparative Analysis
5.2.2 Commitment Levels
5.2.3 Organizational Commitment Profile
5.2.4 Research Framework outcomes
5.3 Suggestions
5.4 Conclusion
5.1 Recapitulation of the study
The main aim of this study is to investigate the Organizational Commitment
level of the employees at Roots MultiClean Ltd and A1 Chips and Export India Pvt
Ltd .This study attempts to answer the following objectives:
i.

To determine affective, continuance and normative commitment level of

the employees.

ii.

Relationship between demographic factors and the affective, continuance

and normative commitment level of the employees.

iii.

To undergo a comparative study of the commitment in these two

companies.

iv.

To develop an Organizational Commitment Profile of the employees.

5.2 Findings
The following table interprets the major findings of the study which includes
factors such as Demographic Variables, Affective Commitment, Continuance
Commitment and Normative Commitment.
Table 5.2 (R)
FACTORS

INTERPRETATION

DEMOGRAPHIC VARIABLES
Age

45% age group of 25-30.

Gender

60% Male

Educational Qualification

51% PG category.

Marital Status

52% single.

Years of Experience

39% between 0-1 year experience

Income

30% income group of 15,000 to 20,000.

AFFECTIVE COMMITMENT

fACTORS

MSV

Strong Sense of belonging

4.16

Part of family

4.22

Discussion outside

3.95

Personal Meaning

3.92

Organisation Problems as own

3.86

Easy

attachment

with

other

3.71

organisation
Emotional Attachment

3.54

Spending rest of the career

3.75

CONTINUANCE COMMITMENT
Few options to leave

3.26

Disruption in life

3.14

Costly to leave

3.21

Afraid to quit job without another

3.21

one lined up
Matter of necessity

3.42

Scarcity of available alternatives

3.02

Personal Sacrifice

3.35

Overall benefits

3.05
NORMATIVE COMMITMENT

Move from company to company

3.45

Loyal to his/her organisation

3.99

Jumping from organisation to

3.51

organisation
Sense of moral obligation to
remain
Better job elsewhere

3.47

Value of remaining loyal

3.63

People staying in one organisation

3.52

Company man or company women

3.54

3.28

Table 5.2(A)

FACTORS

INTERPRETATION

DEMOGRAPHIC VARIABLES
Age

51% - age group 20-25.

Gender

61% -Female

Marital Status

54% -married.

Experience

30% -2-4 years experience

Educational Qualification

44% have completed 10th standard

Income

58% -income group of 5000-10000

AFFECTIVE COMMITMENT

Strong Sense of belonging

4.51

Part of family

4.34

Discussion outside

4.62

Personal Meaning

3.57

Organisation Problems as own

4.48

Easy

4.07

attachment

with

other

organisation
Emotional Attachment

4.59

Spending rest of the career

3.95

CONTINUANCE COMMITMENT
Few options to leave

3.30

Disruption in life

3.45

Costly to leave

3.45

Afraid to quit job without another

3.61

one lined up
Matter of necessity

3.84

Scarcity of available alternatives

3.09

Personal Sacrifice

3.51

Overall benefits

4.07

NORMATIVE COMMITMENT
Move from company to company

4.15

Loyal to his/her organisation

4.64

Jumping from organisation to

3.72

organisation
Sense of moral obligation to remain

4.17

Better job elsewhere

3.96

Value of remaining loyal

4.26

People staying in one organisation

3.97

Company man or company women

4.39

5.2.1 Comparative Analysis

In order to satisfy the secondary objective of comparing the organizational

commitment dimensions at two different organizations in the manufacturing sector, a
comparative study has been undergone to find the various differences and
similarities which prevail among the two companies.

The data collected from (R) and (A) is subjected to a comparison which can
pinpoint the commitment level which is lagging and leading. The comparison is
represented pictorially for ease of understanding. The pictorial representation
projects the three major statements which impacts the three commitment level
namely Affective, Continuance and Normative. It is compared simultaneously to
determine which form of commitment is prevailing among the employees and the
factors that boost the commitment level of the employees. The comparison made
between two companies is projected below.

(R)

(A)

Personal Meaning

Affective
Commitment
(R)

Strong Sense of
Belonging

Discussion outside

Affective
Commitment
(A)

Strong Sense of
Belonging

Feeling like part of

the family

Scarcity of available
alternatives
Continuance
Commitment
(R)

Afarid of quitting
without another
job lined up
Belonging

Overall benefits
Continuance
Commitment
(A)

Loyal to his/her
organization

Sense of moral
obligation to
remain
Value of remaining
loyal
Company man or
Company Women

Personal Sacrifice

Matter of
necessity

Too few options to

leave

Normative
Commitment
(R)

Organizations
problem as own

Normative
Commitment
(R)

Value of remaining
loyal

People staying in
one organization

The above illustration shows a comparative figure of the various

organizational commitment dimensions in these two organizations. The affective
commitment factors such as I feel a strong sense of belonging to this organization,
This organization has a great deal of personal meaning to me and I feel like a part
of family in this organization has a major impact on commitment level and have
been agreed by the respondents of (R) whereas in (A), The affective commitment
factors such as I feel a strong sense of belonging to this organization, I enjoy
discussing about my organization with people outside it and I really feel as if this
organizations problems are my own has a major impact on commitment level and
have also been agreed by the respondents.
The Continuance commitment factors such as One of the few serious
consequences of leaving this organization would be the scarcity of available
alternative, I am afraid of what might happen if quit my job without having
another one lined up and I feel that too few options to consider leaving this
organization have a strong impact on the commitment levels of the respondents at
(R),where as the factors differ with(A) where, factors such as One of the major
reasons I continue to work for this organization is that another organization may not
match the overall benefits I have here, It would be too hard for me to leave this
organization right now, even if I wanted to as it would require considerable personal
sacrifice and Right now, staying with this organization is a matter of necessity
greatly influence the commitment level of the respondents and they have agreed to
the same.

The normative commitment level of the respondents at (R) are found to be

the influenced by the acceptance of the following statements, One of the major
reasons I continue to work in this organization is that I believe that loyalty is
important and therefore feel a sense of moral obligation to remain, I was taught to
believe in the value of remaining loyal to this organization and I think that to be a
company man or company women is sensible. Whereas at (A) the factors such as
I believe that a person must always be loyal to his/her organization, I was taught

to believe in the value of remaining loyal to this organization and Things were
better when people stayed in one organization for most of their time in their career
has a greater impact on their commitment level.
It is found that the statement I feel a strong sense of belonging to this
organization has a great impact on the Affective commitment level when compared
to (A) as well as (R). And there seems to be no statements of impact found to be
similar between (A) and (R).The Normative Commitment statement, I was taught to
believe in the value of remaining loyal to the organization, found to have similar
influence on the commitment levels at both (A) and (R).
5.2.2 Organizational Commitment Level (R)
The following figure depicts the Commitment Level among the three
dimensions namely Affective Commitment, Continuance Commitment and
Normative Commitment.

Figure 5.2.2 Organizational Commitment Level (R)

The overall mean score of 3.56 in figure indicates that the respondents are
moderately committed to their organisation. A high level of organizational
commitment is characterized by a strong acceptance of the organizations values and
willingness to exert efforts to remain with the organisation (Reichers, 1985). Miller
(2003, p 73) states that high organizational commitment means identifying with

ones employing organisation. The will to stay suggests that the behavioral
tendencies at this level relate closely with affective dimension of commitment,
where individuals stay because they want to.
However, the respondents seem to be more committed to the
organisation in terms of the affective(3.88) and normative (3.55) dimensions than the
continuance(3.23) dimension.
5.2.2 Organizational Commitment Level (A)
The following figure depicts the Commitment Level among the three
dimensions namely Affective Commitment, Continuance Commitment and
Normative Commitment and the overall commitment.
4.5
4

4.26

3.5

4.16

3.54

3
2.5
2
1.5
1
0.5
0

Affective
Commitment

Continuance
Commitment

Normative
Commitment

Overall

Figure 5.2.2Organizational Commitment Level (A)

The overall mean score of 4.00 in figure indicates that the respondents are
highly committed to their organisation. A high level of organizational commitment is
characterized by a strong acceptance of the organizations values and willingness to
exert efforts to remain with the organisation (Reichers, 1985). Miller (2003, p 73)
states that high organizational commitment means identifying with ones employing
organisation. The will to stay suggests that the behavioral tendencies at this level
relate closely with affective dimension of commitment, where individuals stay
because they want to.

It is also evident that the respondents seem to be more committed to the

organisation in terms of the affective (4.26) and normative (4.16) dimensions than
the continuance (3.54) dimension.
5.2.3 Organizational Commitment Profile of the Employees (R)
The following figure projects the Demographic details across the
Organizational Commitment Level of the respondents at Roots MultiClean India Ltd.
45
40
35
30
25
20
15

High

10

Medium

Low

Age

Gender Marital Status

2-4years

1-2years

< 1 year

PG

UG

20,000-25,000

15,000-20,000

10,000-15,000

Unmarried

Married

Female

Male

25-30

20-25

Income
Educational Qualification
Experience

Figure 5.2.3 Organizational Commitment Profile of the Employees (R)

The organizational commitment level is found to be high for the respondents

who belong to the age category of 25-30, when compared to the other age groups.
The male respondents are found to be more committed than the female respondents.
It is also found that large amount of married respondents are more committed than
the unmarried respondents. There is more number of respondents who seem to have
high commitment whose income is between 15,000 to 20,000.The respondents who
have completed their post-graduation are found to be highly commitment than the
other education groups. The respondents in the category of less than one year of
experience tend perceive a high level of commitment towards the organisation.

5.2.3 Organizational Commitment Profile of the Employees (A)

The following figure projects the Demographic details across the
Organizational Commitment Level of the respondents at A1 Chips and Export India
Pvt Ltd.

60
High

50
40

Medium

30

Low

20
10

Age

Gender

Marital
Status

Income

Education
Qualification

2-4 years

< 1 year

12th

10th

UG

10,000-15,000

5000-10,000

Unmarried

Married

Female

Male

Above 40

35-40

30-35

20-25

Experience

Figure 5.2.3 Organizational Commitment Profile of the Employees (A)

The organizational commitment level is found to be high for the respondents

who belong to the age category of 20-25, when compared to the other age groups.
The female respondents are found to be more committed than the male respondents.
It is also found that large amount of married respondents are more committed than
the unmarried respondents. There is more number of respondents who seem to have
high commitment whose income is between 5000-10,000.The respondents who have
completed their 10th standard are found to be highly commitment than the other
education groups. The respondents in the category 2-4 years of experience tend
perceive a high level of commitment towards the organisation.

5.2.4 Research Framework Outcome

In connection to the research framework projected in chapter 2, the outcome
of the same is discussed below.
Demographic factors such as Experience, Income and Marital status were
chosen to investigate the association with the different commitment scales. The
experience of the respondents was examined for association with the affective
commitment, and the results showed a significant association by rejecting the null
hypothesis framed. The marital status of the respondents was examined for
association with the Continuance Commitment. The results showed a positive
relationship between marital status and Continuance Commitment. The Income of
the respondents was examined for association with the Normative Commitment. The
results showed a significant relationship between Income and Normative
Commitment.

The Affective, Continuance and Normative Commitment which is influenced

by the Experience, Marital status and Income respectively are found to be correlated
with each other. The results of correlation analysis depicted that there exists a
positive

correlation

between

the

three

combinations

made

namely

Affective/Normative, Affective/Continuance and Continuance/Normative. It is also

evident from the study that the respondents perceive a combination of commitment
at times.

Experience of the respondents influences the affective commitment and

Marital status of the respondents influences the continuance commitment and
Income of the respondents influences the normative commitment and there exists
positive

relationship

between

the

three

combinations

made

namely

Affective/Normative, Affective/Continuance and Continuance/Normative which in

turn contribute to the overall Organizational Commitment.

5.3 SUGGESTIONS
High employee commitment is the dream of all organizations. However, the
results obtained from the study shows that there is significant relationship between
the experience, Marital Status, Income of the respondents and organizational
commitment. For an organization to be successful, its managers should focus on
increasing the employees job satisfaction in factors such as the work itself, benefit
programs, rewards, work conditions, and promotions. These can influence the way a
person would feel and perceive about their jobs. Indeed, managers may also apply
job rotation so each employee will have an opportunity to perform different tasks
using various skills and talents. By using this method, it may be able to further
increase the interests the employees would have in their job.

Furthermore, managers might also decide to make use of a rewarding system

to recognize those employees who perform their job well. Indeed, one would feel
highly satisfied when he or she obtains a reward for their hard work and outstanding
performance. Rewards can be of different forms, such as a higher wage,
improvement of the work environment (a safer and better facilities for the workers),
and assignment of suitable and challenging works to individuals as according their
abilities and personalities.

Moreover, managers should motivate employees to be more helpful,

considerate, friendly and good-natured to their co-workers and supervisors, because
this would increase the employees job satisfaction and may motivate the urge to
help out other co-workers. Indeed, providing sufficient opportunity for promotion to
employees would significantly increase job satisfaction because promotions reflect
valued signals about a persons self-worth.

The organization must increase the cooperation among employee in order to

increase the relationship among the employee in every department. Manager can
conduct the outdoor activities or team building activities and must be participate by
all employees in the organizations. Align with that, the relationship between
employer and employees also can be improved. The finding reveal the essential of
creating the give and take environment whereby to maintain a good relationship,

both parties must willing to complement, appreciate and reciprocate with each other.
Practically, if the employer wants the employees to be committed to the
organization, the employer should give the full attention and emphasize the quality
of work environment among their employees.

Suggestive Model

Positive
Feeling,
Emotional
Attachment,
Involvement,
Membership

Affective

Positive
Extrinsic
Rewards

Continuance

Sense of duty,
obligation and
loyalty

Normative

Organizational Commitment

The above model depicts that Positive Feeling, Emotional Attachment,

Involvement and membership are drivers of affective commitment and Positive
Extrinsic Rewards is a driver of continuance commitment and Sense of duty,
Obligation and Loyalty are drivers of Normative Commitment and also there exists a
relationship

between

various

commitment

scales

combination

such

as

Affective/Continuance, Affective/Normative and Continuance/Normative which

finally contributes to the Organizational Commitment.

5.4 CONCLUSION
The study is conducted to analyze the level of the employees organizational
commitment in Roots MultiClean Ltd and A1 Chips and Export (India) Pvt Ltd .It
has been found out that the employees of Roots MultiClean Ltd show a high level of
affective commitment and normative commitment. It has also been found out that
there is a moderate level of continuance commitment among the employees. Among
the employees at A1 Chips and Export (India) Pvt Ltd it has been found out that the
employees show a high level of affective commitment Continuance Commitment
and Normative Commitment

In addition, the finding of this study also can help the organization in
planning and developing the strategies to maintain or enhance the organizational
commitment of the employees. It may become one of the tool and guidance for
further actions. This is important to keep the survival of the organization in the
global era whereby nowadays it is not easy to make employees to feel obliged and
become committed to the organization. So, new strategies must be developed from
time to time and it depends on the result of this kind of study.

Employees with strong organizational commitment continue employment

with the organization because they want to do so. In order to achieve organizational
commitment, employers need to help their employees value involvement in the
organization. The more the employees value being part of the organization, the
more likely they are to stay with the organization.

Organizational Commitment is highly valuable. This is because a highly

committed employee will identify with the goals and values of the organization, has
a stronger desire to belong to the organization and is willing to display greater
organizational citizenship behavior. Highly committed employees wish to remain
associated with the organisation and advance organizational goals, and are therefore
less likely to leave. A committed employee will be more eager about his job and
more motivated to dedicate a lot of time and effort to accomplish the tasks required.

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Annexure

ANNEXURE
SECTION A
DEMOGRAPHICS
Name of the Organisation
Department
Email Id

Please (

:
:
:

) the appropriate response

Gender

Male
Female

2.

Age(in yrs)

20-25
25-30
30-35
35-40
40 and above

3.

Marital Status

Married
Not Married

Highest Educational
Qualification

UG
PG
10th
12th

1.

Any other, Specify _____________________________

6.

Income (per month in

Rs.)

Below 5000
5000 - 10,000
10,000 - 15,000
15,000 - 20,000
20,000 - 25,000
Above 25,000

8.

Tenure in the current

organisation

Less than 1 year

1 -2 yrs
2 4 yrs
4 yrs -6 yrs
6 yrs 8yrs
Above 8 yrs

SECTION - B
ORGANISATIONAL COMMITMENT QUESTIONNAIRE
The following statements concern how you feel about the department where you
work. Please indicate the extent of your agreement or disagreement with each
statement by circling a number from 1 to 5. Please do not put your name on this
questionnaire.
Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

S.No

Statements

1.

I feel a strong sense of belonging to

this organization.

2.

I feel like part of the family in this

organization.

3.

I enjoy discussing about my

organization with people outside it

4.

This organization has a great deal of

personal meaning for me.

5.

I really feel as if this organizations

problems are my own.

6.

I think that I couldnt easily become

as attached to another organization as
I am to this one.

7.

I feel emotionally attached to this

organization.

8.

I would be very happy to spend the

rest of my career with this
organization.
I feel that too few options to consider
leaving this organization.

9
10.

11.

Too much in my life would be

disrupted if I leave this organization
now.
It would be costly for me to leave
this organization now.

12.

13.
14.

15.

16.

17.
18.

I am afraid of what might happen if I

quit my job without having another
one lined up.
Right now, staying with this
organization is a matter of necessity.
One of the few serious consequences
of leaving this organization would be
the scarcity of available alternatives.
It would be very hard for me to leave
this organization right now, even if I
wanted to as it would require
considerable personal sacrifice.
One of the major reasons I continue
to work for this organization is that
another organization may not match
the overall benefits I have here.
I think that people these days move
from company to company too often.
I believe that a person must always
be loyal to his or her organization.

19.

Jumping from organization to

organization seem unethical to me.

20.

One of the major reasons I continue

to work in this organization is that I
believe that loyalty is important and
therefore feel a sense of moral
obligation to remain.

21.

If I got another offer for a better job

elsewhere I would feel it was not
right to leave this organization.

22.

I was taught to believe in the value of

remaining loyal to one organization.

23.

Things were better when people

stayed in one organization for most
of their time in their careers.

24.

I think that to be a company man

or company woman is sensible.