Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level
Author(s) / Creator(s)
Sisodia, Shalini
Das, Ira
Abstract / Description
The main aim of the present study was to examine the effect of job autonomy upon organizational commitment of employees at different hierarchical level. A study was made on randomly selected 100 male employees who work in different organizations in Agra, who were administered Organizational Commitment Scale (by Allen & Meyer, 1990) and Job Autonomy Scale (by Das, Arora, & Singhal, 2000). On the basis of median of the job autonomy scores, the sample was divided into two groups (1) high job autonomy group and (2) low job autonomy group and on the basis of hierarchical level, the employees were divided into two groups (1) 50 high hierarchical level employees’ including managers, etc. and (2) 50 low hierarchical level employees, e.g. clerical staff, etc. The 2x2 factorial design was formed for this purpose and four groups of employees were formed (1) high hierarchy, high autonomy group (2) high hierarchy, low autonomy group(3) low hierarchy, high autonomy group and (4) low hierarchy, low autonomy group. A two-way analysis of variance was employed to compare the level of organizational commitment of each of the four groups. There is a significant difference found between job commitment of employees with high and low job autonomy (F = 4.670, p < .05). There is a significant difference found between job commitment of employees of high hierarchical group and those of low hierarchical group (F = 40.691, p < .01) and significant interaction effect found between job autonomy and hierarchical level upon organizational commitment of employees (F = 6.114, p < .05).
Keyword(s)
job autonomy organizational commitment hierarchical levelPersistent Identifier
Date of first publication
2013-10-25
Journal title
Psychological Thought
Volume
6
Issue
2
Page numbers
241–251
Publisher
PsychOpen GOLD
Publication status
publishedVersion
Review status
peerReviewed
Is version of
Citation
Sisodia, S., & Das, I. (2013). Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level. Psychological Thought, 6(2), 241–251. https://doi.org/10.5964/psyct.v6i2.65
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Author(s) / Creator(s)Sisodia, Shalini
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Author(s) / Creator(s)Das, Ira
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PsychArchives acquisition timestamp2018-11-28T10:01:52Z
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Made available on2018-11-28T10:01:52Z
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Date of first publication2013-10-25
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Abstract / DescriptionThe main aim of the present study was to examine the effect of job autonomy upon organizational commitment of employees at different hierarchical level. A study was made on randomly selected 100 male employees who work in different organizations in Agra, who were administered Organizational Commitment Scale (by Allen & Meyer, 1990) and Job Autonomy Scale (by Das, Arora, & Singhal, 2000). On the basis of median of the job autonomy scores, the sample was divided into two groups (1) high job autonomy group and (2) low job autonomy group and on the basis of hierarchical level, the employees were divided into two groups (1) 50 high hierarchical level employees’ including managers, etc. and (2) 50 low hierarchical level employees, e.g. clerical staff, etc. The 2x2 factorial design was formed for this purpose and four groups of employees were formed (1) high hierarchy, high autonomy group (2) high hierarchy, low autonomy group(3) low hierarchy, high autonomy group and (4) low hierarchy, low autonomy group. A two-way analysis of variance was employed to compare the level of organizational commitment of each of the four groups. There is a significant difference found between job commitment of employees with high and low job autonomy (F = 4.670, p < .05). There is a significant difference found between job commitment of employees of high hierarchical group and those of low hierarchical group (F = 40.691, p < .01) and significant interaction effect found between job autonomy and hierarchical level upon organizational commitment of employees (F = 6.114, p < .05).en_US
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Publication statuspublishedVersion
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Review statuspeerReviewed
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CitationSisodia, S., & Das, I. (2013). Effect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Level. Psychological Thought, 6(2), 241–251. https://doi.org/10.5964/psyct.v6i2.65en_US
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ISSN2193-7281
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Persistent Identifierhttps://hdl.handle.net/20.500.12034/1562
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Persistent Identifierhttps://doi.org/10.23668/psycharchives.1928
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Language of contenteng
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PublisherPsychOpen GOLD
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Is version ofhttps://doi.org/10.5964/psyct.v6i2.65
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Keyword(s)job autonomyen_US
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Keyword(s)organizational commitmenten_US
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Keyword(s)hierarchical levelen_US
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Dewey Decimal Classification number(s)150
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TitleEffect of Job Autonomy Upon Organizational Commitment of Employees at Different Hierarchical Levelen_US
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DRO typearticle
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Issue2
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Journal titlePsychological Thought
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Page numbers241–251
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Volume6
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Visible tag(s)Version of Record