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Investigating the role of organizational commitment on employee performance in insurance companies in Gilan province

Number of pages: 161 File Format: word File Code: 30782
Year: 2014 University Degree: Master's degree Category: Insurance
Tags/Keywords: Emotional commitment - Employee performance - Normative commitment - Organizational commitment
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  • Summary of Investigating the role of organizational commitment on employee performance in insurance companies in Gilan province

    Academic thesis for the degree of Master of Business Administration (M.A.)

    "Insurance Orientation"

    Abstract:

    This research was conducted with the aim of investigating the relationship between organizational commitment and the performance of employees of insurance companies in Gilan Province (Iran-Dana-Asia Insurance). The present research is applied in terms of purpose, descriptive in terms of method, and in terms of field implementation. The statistical population studied was 277 employees of insurance companies in Gilan province, from which a sample of 169 people was randomly selected according to Cochran's table. To collect data, a questionnaire tool was used, which was distributed among the samples after verifying the validity and reliability of the questionnaires. Two methods of descriptive statistics and inferential statistics have been used to analyze the research data. The results of the hypothesis test show that there is a significant relationship between organizational commitment and employee performance. In addition, the research results confirmed the sub-hypotheses including the existence of a significant relationship between emotional commitment, continuous commitment, normative commitment and employee performance with 95% confidence. Also, the results of Friedman's test showed that normative commitment, continuous commitment, and emotional commitment have priority on the performance of employees, respectively. Key words: organizational commitment, emotional commitment, continuous commitment, normative commitment, employee performance. Organizations today, due to the development and expansion of economic and service activities, are inevitable in the provision, maintenance and management of powerful human resources on a large and diverse scale. Today, human resources play an important role in the growth and development of organizations' goals. Today's organizations have realized that if they cannot respond to people's needs, they will inevitably have to exit the life cycle. It is an undeniable fact that in an organization, the result of all the variables ultimately leads to the organizational performance, which is the result of the performance of the employees. Performance is very important because it plays a major role in the improvement and progress of organizations.  Most of the theorists of organizational performance have tried to answer such questions by explaining the theory of performance and its constituent factors. (Faqihi Farahmand, 1388: 181-169).

    In fact, one of the basic issues that managers face today is improving the performance of employees and, as a result, increasing the productivity of the organization. In other words, it can be said that all management efforts of people are aimed at increasing the performance of employees (Kandula & Srinivas R., 2007:306). In other words, in the current changing conditions, organizations must pay enough attention to their human resources and evaluate their performance in the organization in order to achieve greater efficiency and effectiveness and finally achieve the predetermined goals (Haqighi, Ahmadi and Ramin Mehr, 1388: 79-101). In examining employee performance as a dependent variable in management and organization science, various variables have been identified that affect this variable (employee performance), one of these very important variables is organizational commitment. It can be said that organizational commitment is an important criterion for the effectiveness of the organization. The interest in this managerial concept is also justified by the fact that it is a very suitable indicator for measuring the efforts and efforts of individuals and their loyalty to the organization. Specifically, organizational commitment is related to the stability of the workforce, the efforts and efforts of employees, job performance, quality of services and coordinated behaviors (Qamri, 2010: 119-119). Today, managers of organizations have well understood that the most important factor in gaining a competitive advantage is the human resources of organizations, therefore paying attention to the category of commitment and loyalty of human resources to the organization and performing the roles assigned to them as well as even the extra-role tasks of human resources is one of the serious concerns of managers of organizations. The lack of organizational commitment among employees is one of the most important organizational problems and issues in most organizations today. Improving the performance of employees leads to providing the organization's competitive advantage in maintaining its profitability and survival in today's highly competitive world, which requires aligning the individual's goals with the organization's goals, providing job satisfaction and improving people's attitude to the results of their efforts in the organization. Therefore, examining the impact of organizational commitment on employee performance and examining the components of organizational commitment formation can lead to finding and providing effective solutions that managers of organizations can use to improve the performance of their employees and ultimately to advance the organization's goals (Hikarit Monfared, Hazrati and Mirzazadeh, 1389: 89).In this study, while reviewing the literature and the background of the subject, especially in the fields of attitude, components and manner, its formation and explaining the important attitudes in the organizational behavior of employees, the prerequisites and important consequences of organizational commitment have been investigated in order to provide a conceptual model and the necessary assumptions to investigate the effects of organizational commitment on the performance of employees of insurance companies (Iran-Dana-Asia) in Gilan province. Research along with theoretical and operational definitions and the subject area, temporal and spatial.

    1-2) Statement of the problem

    Managers of organizations have well understood that the most important factor in gaining a competitive advantage is the human resources of organizations, therefore paying attention to the category of commitment and loyalty of human resources to the organization and performing as best as possible the roles assigned to them and even the extra-role tasks of human resources, is one of the serious concerns of managers of organizations.

    Commitment Organization is an attitude and a mental state that shows the desire, need and obligation to continue working in an organization. In the meantime, desire means a person's heart's desire to continue serving in the organization, and need means that a person is forced to continue serving in the organization because of the investments he made in the organization. Also, obligation is religion, responsibility and duty that a person has before the organization and feels obliged to stay in it. From another point of view, organizational commitment is a kind of feeling of dependence and belonging to the organization. It is obvious that the organizational commitment of employees will be valuable when it has a positive effect on the performance of the organization and improves the productivity of the organization. Therefore, organizational commitment is "an attitude about the loyalty of employees to the organization, and it is a continuous process through which the members of the organization show their interest in the organization and its continuous success and efficiency (Bagheri and Tolai, 1389: 73-96).

    The managers of the organization should be sensitive to the attitudes of the employees, because these attitudes are towards the existence of potential problems and also affect the behaviors. For example, satisfied and committed employees have a lower turnover rate, less They are absent and less likely to quit their jobs (Robbins and Judge, 2010). Human resources play an important role in the growth and development of organizations. It is a phenomenon that has been very important during the last few decades. 1388:‍181-169).

    The performance of a person is a function of individual characteristics, in other words, without understanding the characteristics of a person that are effective in behavior and performance, one cannot know the performance of a person. These characteristics are: ability, personality, learning, perception, motivation and stress. Ability means a person's ability to do the work that needs to be done in an organizational position. And by evaluating the intellectual abilities of the members in relation to the type of work they have to do, the performance of the group can be predicted (Robbins, 2015: 28). In fact, it can be said that in the vast majority of applied branches in the field of psychology, especially industrial and organizational psychology, and especially in the fields of employee training and job design, the main focus and goal is employee performance (Kahya, 2007: 515,523). This variable is formed from several indicators, which include: personal, managerial and technical skills, and the performance of employees can be understood from the sum of these skills (Shakari and Heydarzadeh, 2010: 109-128). In fact, the performance of each person is not the result of his effort, but the abilities, characteristics and perceptions of people regulate the effect of effort on performance. It can be said that it is a combination of ability and motivation that causes performance, which means that both factors must be present to achieve high performance. When ability or motivation is low or non-existent, performance will be at a low level as a result. When the employees of an organization feel that the organizational decisions regarding their performance are illogical and unfair, not only their commitment and motivation to continue their activities should not increase, but their individual productivity levels will also decrease. The most critical issue in any organization is the job performance of its employees

  • Contents & References of Investigating the role of organizational commitment on employee performance in insurance companies in Gilan province

    List:

    Chapter One: General Research

    1-1) Introduction. 3

    1-2) statement of the problem. 5

    1-3) The importance and necessity of research. 11

    1-4) research objectives. 12

    1-5) theoretical framework of research. 12

    1-6) hypotheses 13

    1-7) conceptual and operational definition. 14

    1-7-1) dependent variable: employee performance. 14

    1-7-2) Organizational commitment as an independent research variable: 15

    1-8) Research scope. 17

    Chapter Two: Theoretical literature and research background

    2-1) Part I: Theoretical foundations of research. 18

    2-1-1) Introduction. 18

    2-1-2) Commitment definitions. 20

    2-1-3) types of commitment. 21

    2-1-3-1) commitment to the organization. 21

    2-1-3-2) Commitment to individuals and working groups (people). 22

    2-1-3-3) Commitment to yourself. 23

    2-1-3-4) Commitment to customers or clients. 23

    2-1-3-5) commitment to the job. 23

    2-1-3-6) professional commitment. 24

    2-1-4) commitment levels. 25

    2-1-4-1) Low or weak commitment. 25

    2-1-4-2) Medium obligation. 25

    2-1-4-3) High or strong commitment. 26

    2-1-5) Organizational commitment. 26

    2-1-6) stages of growth and development of the concept of organizational commitment. 31

    2-1-7) Views on organizational commitment centers. 32

    2-1-7-1) Allen and Mayer's point of view. 32

    2-1-7-2) Reachers' view: 34

    2-1-7-3) Becker's view. 34

    2-1-7-4) Porter's view. 36

    2-1-7-5) Steers' point of view. 36

    2-1-7-6) Ariely and Chatman's point of view. 37

    2-1-7-7) Shain and Etzioni's point of view. 37

    2-1-7-8) Panelli and Gould's view. 38

    2-1-8) Factors affecting organizational commitment. 38

    2-1-8-1) Personal characteristics. 40

    2-1-8-2) job characteristics. 40

    2-1-8-3) structural features. 41

    2-1-8-4) Work experience. 41

    2-1-9) Factors affecting emotional commitment. 46

    2-1-10) Factors affecting continuous commitment. 49

    2-1-11) Factors affecting normative commitment. 50

    2-1-12) Introduction. 55

    2-1-13) Definition of performance. 55

    2-1-14) Employee performance. 58

    2-1-15) The importance of job performance. 59

    2-1-16) dimensions of employees' job performance. 60

    2-1-17) The difference between task performance and contextual performance. 61

    2-1-18) Factors affecting the performance of individual employees. 62

    2-1-19) performance management. 65

    2-1-20) influential factors in the implementation of the performance management system. 66

    2-1-21) Benefits of performance management. 67

    2-1-22) Definition of performance evaluation. 68

    2-1-23) types of assessment. 69

    2-1-24) performance evaluation theories. 70

    2-1-25) Reasons for the need for performance evaluation. 71

    2-1-26) Applications of performance evaluation. 72

    2-2) Second part: Research field background. 73

    Chapter 3: Research implementation method

    3-1) Introduction. 81

    3-2) Research implementation process. 81

    3-3) research method. 82

    3-4) Society and statistical sample. 82

    3-5) Data collection methods and tools 83

    6-3) Validity and reliability of measurement tools: 84

    3-6-1) Questionnaire validity: 85

    3-6-2) Questionnaire reliability: 85

    3-7) Data analysis method 87

    Chapter four: Data analysis H

    4-1 Introduction. 89

    4-2 Description of demographic characteristics. 89

    4-3) Description of research variables. 93

    4-4) inferential statistics. 98

    4-4-1 Kolmograph-Smirnov test. 98

    4-4-2 Test of the first hypothesis 98

    4-4-3 Test of the second hypothesis. 101

    4-4-4 test of the third hypothesis. 103

    4-4-5 main hypothesis test. 105

    4-5) Ranking dimensions of organizational commitment. 106

    Chapter Five: Conclusions and Suggestions

    5-1) Introduction. 109

    5-2) Results of descriptive statistics. 109

    5-3) Results of research hypotheses: 110

    5-4) Comparison of the results of the present research with similar researches: 110

    5-5) Suggestions based on research hypotheses. 113

    5-6) research limitations. 115

    5-7) Suggestion for future research. 116

    Sources: 117

    List of forms

    Figure 2-1) Attitudinal views and Behavior in the field of organizational commitment. 32

    Figure 2-2) Four different views of commitment.35

    Figure 2-3) Fishbone diagram of factors affecting organizational commitment. 39

    Figure 2-4) Effective factors and results of organizational commitment. 40

    Figure 5-2) Factors affecting organizational commitment from Allen and Mayer's point of view. 42

    Figure 2-6) Factors affecting organizational commitment Steers et al. 45

    Figure 2-7) Mayer and Allen's three-part model 52

    Source:

    Sources and sources:

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    Armstrong, Michael, 1386, "Performance management of human strategies and practical guidelines", translated by Nasser Mirspasi, Ismail Kaousi and Ali Rashidpour, Mir Publications, first edition.

    Abtahi, Seyyed Hassan, Mollai, Nasser (1385), "The relationship between professional and organizational commitment", Tadbir Monthly, No. 195.

    Estron, Hossein (1377), "Organizational Commitment of Management in Education", Volume 5, Number 17, pp. 74-73.

    Esdi Shouki, Faiz Elah (1388), "Investigating the Role of Effective Communication Factors on the Performance of Tax Affairs Departments of Gilan Province", Master's Thesis, Islamic Azadeh University, Rasht Branch.

    Ajei, Javad, Khodapanahi, Mohammad Karim, Fathi Ashtiani, Ali Ghanbari, Saeed, Seyed Mousavi, Parisa Al-Sadat (2018), "Interaction between personality and meta-motivational styles in job performance", Journal of Behavioral Sciences, Volume 3, Number 4, p. 56.

    Agha Yousefi, Alireza, Mirhosani Saleh, Vahida, (2019) "Relationship between personality factors and job performance of insurance company managers", Insurance Research Journal (Former Insurance Industry), Year 26, Number 4, pp. 155-182.

    Amir Kafi, Mehdi, Hashemi Nasab, Fakhrelsadat (2013) "The effect of organizational justice, perceived organizational support and organizational trust on organizational commitment" Social Issues of Iran, Year 4, Number 1, pp. 62-33.

    Ansari, Mohammad Ismail, Bagheri Koljahi, Ali, Salehi, Muslim (2016), "Organizational commitment from the perspective of theorists and role Human resource management strategies to improve it", Bimonthly Journal of Police Human Development, Year 7, No. 31, pp. 35-72.

    Bagheri, Muslim, Tolai, Ruhollah (2009), "Evaluation of the impact of organizational commitment on the performance of organizations", Bimonthly Journal of Police Human Development, Year 7, No. 30, pp. 96-73. Abolqasem (1389), "The relationship between organizational climate and work conscience with job performance", Applied Psychology Quarterly, Year 4, Number 1(13), pp. 81-65.

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    Baharifar, Ali, Javaheri Kamel, Mehdi, Ahmadi, Seyed Ali Akbar (1390), "Ethical Behavior and Organizational Citizenship Behavior: The Impact of Moral Values, Justice and Organizational Commitment", Human Resource Management Research, Volume 1, Number 1, pp. 42-23.

    Zarandi Poursoltani, Hossein, Faraji, Rasoul, Andam, Reza (1389), "The effect of the personality characteristics of the employees of the general departments of physical training on their organizational commitment", Sports Journal (Scientific and Research), 1389, Number 6, pp. 152-137. Master's thesis, Al-Zahra University, Faculty of Psychology and Educational Sciences.

    Hosseinian, Shehamat, Majidi, Abdullah, Ameri, Mohammad Ali(1386) "The effect of manpower adjustment plan on the performance of employees from the point of view of managers", Quarterly Journal of Law Enforcement Management Studies, Year 2, Number 3, pp. 311-296.

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