Effects of employee’s satisfaction and commitment

Name

Institution

Professor Date

Abstract
Employee commitment is an active way of improving the organizational satisfaction. In this article employee satisfaction is viewed as an independent variable while employee commitment acts as the independent variable, a moderating variable is taken to be employee performance. The sample for the study comes from various public and private organizations of cities such as Lahore, Karachi, and Faisalabad. Data collection is through close- ended questionnaires and analysis done through Statistical Package for Social Sciences by using descriptive statistics, as well as the t-test. The results describe a moderate interdependence between the variables. Satisfaction
Studies in the past reveal a two-way relationship between job performance and employee satisfaction while modern and recent studies indicate a unidirectional relationship with regards to employee satisfaction that improves job performance yet weak relations occurs upon analysis of job satisfaction as a basis for job satisfaction. It follows that employee’s satisfaction and performance in work place has a direct relationship, in much simpler terms, job performance is as an impact of job satisfaction according to (Kaiser and Ringlstetter 2011). . Performance dimensions are such as duties, and contextual duties reveal a weak association between the employee satisfaction and job descriptive indices that were highly influenced by the employee satisfaction.
The study between motivation, job performance and employee performance indicates a more robust increase in employee satisfaction as a result of motivation leading to increasing in job performance. In reality, employee performance is assessed in terms of job satisfaction. Measurements of employee performance are carried out using several factors such as productivity, absenteeism, and turnover and employee satisfaction according to (Kaiser and Ringlstetter 2011). Several factors contribute to employee satisfaction such as subjecting employees with proper recognition, empowerment of employees and respect. In most cases surveys are used in measurement of employee satisfaction. Performance management issues majorly dwells on employee satisfaction and further research has proved that workers autonomy relates positively to job performance and employee satisfaction. Performance
By definition, performance is the attainment of reasonable outcomes with the skills the employee possess, and they perform in some situation. Employee performance regarded accumulation of effort, ability, and perception of tasks. A standard performance is a step forward in realization of the organization’s goals. Hence much struggle is needed in raising the organization's performance. Employee performance is measured and achieved through the quantity of products manufactured and is occasionally done in groups of individuals. Employee performance is the completion of duties or actions that were carried out by people within some period (Christiansen 2014). Employee proficiency is rated by using the formal procedures like manager ratings, peer assessments, and organizational evaluation to ensure the employees are working for the betterment organization.
The employer must give priority to the organizational aims and objectives vis a vis personal objectives. For the excellent performance of the organization both individual and organization’s performance does depend on the efficient incorporation of leadership while the success depends on the utilization of the available human resources for efficient functioning of an organization, efficient leader are required.
Successful leadership assists in achieving the employees need that end in active performance as observed by (Schneider and Barbera 2014). The elements of performance dictates to employees their duties while standards indicates how well employees are to perform in their duties. Full developed standards and performances elements are considered as fairness, effectiveness understandable and measurable. The growing significance of leadership in major organizations is as a result of changes in the business surrounding such as competitive market structures as well as the market forces. As a result, employee performance is judged based on the leadership of the organization.
Leadership plays a critical role in determination of the employee performance. Standard organizations, requires a broader, well informed and outstanding leadership and provide guidance to the employees for the growth and development within the organization. Better still; leaders are much effective when influencing their subordinate by achieving the organization's goals and objectives. Employees are affected by the level of compensation they receive from the organization, when the organization is offering a good and a better compensation and the employees are satisfied with it, then their level of motivation will be enhanced as observed by (Markovits 2012). In the long run, their level of productivity will be high, resulting to a high-performance level. In situations when employees feel happy about their organization, they are highly motivated towards their duties resulting in a boost in the organizational performance. All organizations tend to implore the promotion, pay and benefits to building confidence in outstanding employees. Studies indicate a direct relationship between compensation practices and employee performance.
The pillar of any organization or business entity is the human resource section. To increase the performance of the organization, the leadership tends to raise the output of human capital (Christiansen 2014). It is in the records that organizations leadership are under pressure to adopt a more friendly policies while dealing with employees. Further, the idea of employee responsibilities to the organization tends to be more positive when it adopts flexible schedules.
There exist a disagreement about individual life and the performance of a workstation. In neutral cases, commitment affects individual’s life that in turn lowers productivity at work. Research shows that family conflicts and work have an inverse relationship to employee’s performance. Both work and family conflict increase stress in employee decrease employees satisfaction thus decreasing the performance of the employee (Nelson and Quick 2012).
A lot of research has proven the inverse relation of the family conflict and work on the performance level of the employee. Therefore, it is concluded from the negative relation between family conflict and the level of performance of the employees.
Commitment
It is allowed for organizations to record the level of employee commitment in order to attain the best performance in a long term. Presently employees tend to work as a team ad every member of the team tries his best to outdo other members. An increase in the level of commitment of employees in businesses results in an increase in the performance of the employees (Markovits 2012). In the past, organizations guarantee job security to its employees to motivate them, raise their commitment level and to improve their productivity.
Higher levels of employee commitment in the business for projects or to the organization is a major reason for a good performance of the employee, thus leading to organizational success. The performance of employees increases when the employees are satisfied with the nature of their job and duties they perform. Satisfaction may also depend on the reward system, a culture of the organization and knowledge sharing among employees.
Research on employee commitment and its impacts on efficiency and organizational performance are ongoing for the last four decades. In Pakistan, the employee's commitment to an organization is formal since a several people do not choose their jobs as a profession or rather as a lifetime profession. Employee commitment falls into different categories, such as continuance, affective and normative commitment (Nelson and Quick 2012). Employees who got the effective commitment remain working for the organization since they enjoy doing their work. Employees in the category of continuance commitment are in the organization because they need to be there while employees with high levels of normative commitment remain with the organization because they feel they need to be there. However, studies have proven that, effective commitment connects positively with the commitment of the employee.
In cases of high levels of employees commitment, there results in poor turnover and that employees will rather perform better with minimal absenteeism. There are certain factors that affect employee commitment such as less compensation, less acknowledgment, and workload. Commitment is an enhanced operational and functional performance together with quality as the major principal.

Fields (2013) has describe a positive relationship between the affective commitment and the job well being. Albrecht (2010) noted a negative relationship between stress and employee commitment. Pierce and Jussila (2011) has described a positive relationship between continuance and stress. Christiansen (2014) described a significant relationship between continuance commitment and job stress. Schneider and Barbera (2014) indicate that there is a negative relationship between commitment and physical stress.
The study involves determination of employee commitment with regards to employee satisfaction
Hypothesis
H1: employee satisfaction can be increased by raising employee commitment.
H2: employee performance does not affect the relationship between employee satisfaction and employee commitment.
H3: employee performance has a moderating effect on the relationship of the employee satisfaction and employee commitment.
Design
Aim
The aim of the research is to establish the relationship of employee commitment and employee satisfaction while employee performance acts as a moderating variable. In this case, employee commitment is an independent variable; employee satisfaction is the dependent variable while employee performance is the moderating variable.
The research considered Karachi regions. Questionnaires distribution cut across for both private and public organizations and filled out by individuals from those institutions. Data collection was carried out by use of appropriate sampling methods.
The research was a cross-sectional study with the focus being on measuring the impact of the employee commitment on employee satisfaction while employee performance remained a moderating variable. Questionnaires were used in measuring the employee commitment on employee satisfaction. The analysis of the questionnaires was done through Statistical Package for Social Science.
Data was collected from private and public sector, three hundred respondents, filled out the questionnaires. Out of the three hundred questionnaires, two hundred and seventy five were correctly answered while five were rejected. The sample size of two hundred and seventy five questionnaires comprised of private and public organizations. Among the sample size of 275, 170 were male while rest 105, were female employees
Results
The collection of data was done through questionnaires and entered in Statistical Package for Social Sciences SPSS.
Analysis
| Mean | Sample size | Std deviation | Employee performance | 2.76 | 275 | 0.990 | Employee commitment | 3.33 | 275 | 1.044 | Employee satisfaction | 2.89 | 275 | 0.817 |

t-test | T | Diff | Sig (2-tailed) | Mean diff | 95% confidence | Interval | | | | | | Lower | Upper | Employee performance | 46.16 | 274 | 0.000 | 2.756 | 2.64 | 2.87 | Employee commitment | 52.860 | 274 | 0.000 | 3.327 | 3.20 | 3.45 | Employee satisfaction | 58.705 | 274 | 0.000 | 2.891 | 2.79 | 2.99 |

T – Value for commitment is 52.860 while P value is 0.000, which proved that the respondents do agree with the literature work; employee satisfaction is a very important variable in employee satisfaction. Several factors affect the organizational growth such as recognition of goal, faith, organization norms and active participation.
T- Value of performance is 46.160 while the P value is 0.000, which shows employee performance is an intervening variable factor of which employee satisfaction cannot be achieved. Employee performance measurement involves elements such as employee’s ability, effort; skills work attitudes and perception of tasks that enables the organization to achieve its objectives.
T – Value for satisfaction is 58.706 while P value is 0.000 which indicate a positive perception of satisfaction, which can’t exist without factors like skill development, motivation and composition of gender group’s information of work groups.
The research is carried out through a close-ended questionnaire. The data obtained was used to assess the effects of employee commitment on satisfaction. Further studies are also possible by taking employee satisfaction as the moderating variable while employee commitment as the independent variable. For this research data collection in three cities; more data from other cities could be included to get a more generalized and accurate results. Other types of research methods such as interviewing respondents and qualitative techniques could be used to achieve a more comprehensive result.

References
Anderson, R., & Billings-Harris, L. (2010). Trail blazers: How top business leaders are accelerating results through inclusion and diversity. Hoboken, N.J: J. Wiley & Sons.
Albrecht, S. L. (2010). Handbook of employee engagement: Perspectives, issues, research and practice. Cheltenham, Glos, UK: Edward Elgar.
Christiansen, B. (2014). Handbook of Research on Global Business Opportunities. IGI Global.
Fields, D. L. (2013). Taking the measure of work: A guide to validated scales for organizational research and diagnosis. Charlotte, NC: Information Age Publishing.
Kaiser, S., & Ringlstetter, M. J. (2011). Strategic management of professional service firms: Theory and practice. Heidelberg: Springer-Verlag Berlin Heidelberg.
Markovits, Y. (2012). Committed workforce: Evidence from the field. Place of publication not identified: Cambridge Scholars Publis.
Nelson, D. L., & Quick, J. C. (2012). Organizational behavior: Science, the real world, and you. Mason, Ohio: South-Western.
Pierce, J. L., & Jussila, I. (2011). Psychological Ownership and the Organizational Context: Theory, Research Evidence, and Application. Cheltenham: Edward Elgar Pub.
Robbins, S. P. (2009). Organisational behaviour: Global and Southern African perspectives.
. Cape Town: Pearson Education South Africa.
Schneider, B., & Barbera, K. M. (2014). The Oxford handbook of organizational climate and Culture. Oxford: Oxford University Press.