Corporate Volunteerism, the Experience of a Positive Self-Concept, and Organizational Commitment: Evidence from Two Field Studies

2010 ◽  
Author(s):  
Joel Brockner ◽  
William Welch
Keyword(s):  
Organizational Commitment ◽  
Field Studies ◽  
Self Concept ◽  
Corporate Volunteerism

PENGARUH PROFESIONALISME DAN KOMITMEN ORGANISASI TERHADAP KINERJA INTERNAL AUDITOR ( Pada PDAM Kota Bandung )

2018 ◽  
Vol 2 (1) ◽  
pp. 21
Author(s):  
Feny Lestari
Keyword(s):  
Organizational Commitment ◽  
Linear Regression ◽  
Data Collection ◽  
Field Studies ◽  
Reliability Test ◽  
Internal Auditor ◽  
Internal Auditors ◽  
Normality Test ◽  
Positive Effect ◽  
Descriptive Method

This research purpose to study about the influence of professionalism and organizational commitment toward the performance of internal auditors at PDAM Bandung. The method used in this research is analytical descriptive method. Data collection techniques by literature studies and field studies, used 17 people respondents. Data quality tested by validity test and reliability test. Classic assumption test consisting of multicoleniarity test, heteroscedasticity test and normality test as substantial test for multiple linear regression research. The results of the study show that professionalism and organizational commitment have a positive effect to the internal performance of auditors.

Perceived Control as an Antidote to the Negative Effects of Layoffs on Survivors' Organizational Commitment and Job Performance

2004 ◽  
Vol 49 (1) ◽  
pp. 76-100
Author(s):  
Joel Brockner ◽  
Gretchen Spreitzer ◽  
Aneil Mishra ◽  
Wayne Hochwarter ◽  
Lewis Pepper ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Perceived Control ◽  
Negative Impact ◽  
Well Being ◽  
Field Studies ◽  
Negative Effects ◽  
High Threat ◽  
Practical Implications ◽  
Additional Variance

Two field studies tested the hypothesis that high perceived control may serve as an antidote to the negative effects of layoffs on the employees who are not laid off (survivors). In Study 1, some participants witnessed the layoffs of fellow employees, but others did not. In Study 2, all participants survived a layoff, but they varied in the extent to which they experienced the post-layoff environment as threatening to their well-being. Conceptually analogous results emerged across the two studies. Study 1 showed that the negative impact of layoffs on survivors' organizational commitment was reduced when perceived control was relatively high. Study 2 showed that the tendency for survivors' job performance to be adversely affected by high threat to their well-being was reduced when perceived control was relatively high. In other words, perceived control was more strongly related to employees' organizational commitment in the presence than in the absence of layoffs and to survivors' job performance when they experienced the post-layoff environment as more threatening. These findings account for additional variance in the reactions of layoff survivors and identify when perceived control will be more versus less strongly related to employees' work attitudes and behaviors. Practical implications for the management of organizational downsizings are discussed.

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