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2.2.1 Job Satisfaction Job Satisfaction has been extensively studied since the 1930s, with more than 12,400 studies published on the topic by 1991 (Spector, 1996; Carsten and Spector, 1987). According to Spector, job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed, job satisfaction is an attitudinal variable. In the past, job satisfaction was approached by some researchers from the perspective of need fulfillment- that is, whether or not the job met the employee’s physical and psychological needs for the things provided by work, such as pay. However this approach has been de-emphasized because today most researchers tend to focus attention on cognitive rather on underlying needs. The attitudinal perspective has become the predominant one in the study of job satisfaction, Spector (1997). For this research, the researcher adopts Spector’s definition of the construct, which is the extent to which an employee likes his or her current job. 2.2.1.1 Salary According to (Dalton and Todor, 1979; McBey and Krakowsky, 2001), the higher the satisfaction with pay or financial rewards received, the lower the expected level of turnover behavior. McBey and Krakowsky, (2001), found that even though workers are not solely motivated by money, salary is one of the greatest sources of dissatisfaction among members. Dissatisfaction with work may occur when people believe they should receive more money for the type and amount of work accomplished. Employees can also be dissatisfied because their salary is low compared to similar jobs in the same organization. Dissatisfaction also exists when the fast food’s employee members believe they should receive more compensation because of their education, experience, or length of service. 2.2.1.2 Work environment According to (Herzberg, 1968; McBey and Krakowsky, 2001), defines working conditions as the physical environment (including ventilation, lighting, tools, space, and other similar environmental characteristics), the facilities of the institution, and the amount of work. Poor working conditions often lead to job dissatisfaction. For instance, employee wants convenience in terms of location and hours. They also want adequate resources and physical safety that can help them to do their work effectively. 2.2.2 Organizational Commitment Over 300 studies have used the construct Organizational Commitment in the organizational behaviour. Organizational behaviour researchers frequently use multi-dimensional definitions of Organizational Commitment. Two of the most widely cited multi-dimensional definitions of organizational commitment come from the work of Porter et al. (1974); Steers (1977) and Meyer and Allen (1997). Porter et al. (1974); Steers (1977); and Lacity (2007) define Organizational Commitment as “the relative strength of an individual's identification and involvement with a particular organization comprising three factors: (1) a strong belief in the organization’s 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.” By far, the most current and widely adopted definitions of Organizational Commitment come from Meyer and Allen (1997). They define organizational commitment as comprising three components: affective, continuance, and normative. (1) Affective Commitment is defined as the individual's emotional attachment to the organization. (2) Continuance Commitment is defined as the individual’s commitment to continue with the organization because of perceived high costs of losing organizational membership, including economic losses and social costs (friendships with co-workers). (3) Normative Commitment is defined as the individual’s commitment to remain with an organization because of feelings of obligation resulting from the organization’s investment or social norms. Furthermore, this study focuses on commitment to an organization as a whole entity, rather than various constituencies or subgroups within the organization, Becker, 1992; Becker and Billings, 1992; Reichers, 1985; and Lacity (2007) 2.2.2.1 Organizational Alternatives There is some debate within the organizational behaviour literature as to whether “perceived job alternatives” is a component of Organizational Commitment or a separate construct. Allen and Meyer (1990); and Lacity (2007) view job alternatives within the component definition of Organizational Commitment. For example, their have too few options to consider leaving this organization” and “…another organization may not match the overall benefits I have here”, Allen and Meyer, (1990). In contrast, Mitchell et al. (2001) argue, “We see (job alternatives) as a separate construct that should be measured separately.” We have followed recent research that conceives of Alternatives as a separate construct from Organizational Commitment, Van Dam (2005). The definition of the construct is the employee has perceived availability of equal or better jobs in other organizations. 2.2.2.2 Organizational Investment Farrell and Rusbult (1981) define investment as “the resources an individual puts into an organization.” A key to this investment is the idea of “non-portability” of investments from one organization to another. Investments include acquisition of non-portable skills, non-transferable retirement programs, and length of service. Although early research suggests that Organizational Investment is what the individual puts into the organization, it is clear that organizations also invest in the individual. Expensive training programs, for example, may make the employee feel obligated to the organization and thus increase their Organizational Commitment, Cole and Bruch (2006). The definition of the construct is the non-portable resources invested in or by the employees.