Job Satisfaction and Organizational Commitment

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Job satisfaction plays a highly essential role in the contemporary business world and frequently defines people’s success in their careers. In general, it may be defined as the particular extent of the employee’s self-motivation, content, and comfort connected with his or her job that meets individual expectations. In other words, job satisfaction appears when a worker has a comfortable work-life balance, job stability, rewards and recognition, a good salary, and the perspectives of career growth. For any company, its employees’ job satisfaction is a highly essential aspect of development. According to the results of the research conducted by Bakotić (2016), “job satisfaction determines organizational performance, rather than organizational performance determining job satisfaction” (p. 118). Satisfied employees are more efficient at the workplace, and they constantly contribute to business growth that eventually leads to higher profits.

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In general, job satisfaction is strongly connected to the psychology of employees. A satisfied and content worker will be motivated to contribute his or her time and efforts to the organization for its development. At the same time, the performance of a dissatisfied employee will be characterized by the absence of commitment and a substantial number of mistakes. Some several factors and elements that determine job satisfaction and workplace environment, compensations and benefits for employees may be regarded as the most crucial factors. According to Raziq and Maulabakhsh (2015), “to increase efficiency, effectiveness, productivity and job commitment of employees, the business must satisfy the needs of its employees by providing good working conditions” (p. 717). Workers who are provided with a respectable salary, bonuses, incentives, and healthcare options will be more satisfied with their job in comparison with employees who do not have the same opportunities.

Job satisfaction substantially depends on the balance between working time and social life as well. The company’s appropriate work-life balance policy that lets employees spend quality time with their friends and families substantively improves their performance and has a positive impact on their satisfaction with their job. In addition, a friendly atmosphere within a company, the relationships with colleagues and management based on mutual trust and respect, job security, and the perspectives of career growth determine job satisfaction as well. I defiance of all expectations, job satisfaction “does not differ across positions” – both supervisors and line-level employees may be satisfied with their working conditions (Lu, et al., 2016, p. 737). However, challenges at work may influence the level of job satisfaction as monotonous working activities frequently lead to dissatisfaction at the workplace.

Job satisfaction relates to another highly essential component of organizational culture that may substantively influence the company’s performance and development in the future – organizational commitment. It may be defined as the employee’s psychological attachment to his or her organization that helps to determine the value of this worker to the organization as well. Highly committed employees are predominantly more proactive and constructive in their work compared with indifferent or dissatisfied team members. Organizational commitment is positively correlated with team commitment and job involvement (Singh & Gupta, 2015). Traditionally, three major types of organizational commitment are distinguished – affective, continuance, and normative commitment. Affective commitment implies the genuine desire of employees to stay and work in their organization. Affective committed workers may be characterized by a high level of job satisfaction; they feel that they are appreciated and valued in a company and frequently act as its ambassadors.

In turn, continuance commitment is determined not by the employee’s sincere wish to work but by his or her necessity to stay in a company. Although possible underlying reasons for this commitment may vary, the major causes related to remuneration and a lack of alternatives and career opportunities in other organizations. Continuance committed workers may be disengaged and dissatisfied with their job. Finally, normative commitment implies the desire of an employee to stay in a company as well, however, this desire is determined by the feeling of guilt. For instance, an individual may be afraid that his or her leave will substantively increase the work pressure on other employees. Despite the fact, that job satisfaction may be defined as “one of the most researched phenomena in the domain of human resource management and organizational behavior,” its connection with organizational commitment is still investigated (Ćulibrk, 2018, p. 2). Several types of research have demonstrated a considerably strong connection between job fluctuation, job satisfaction, and organizational commitment (Ćulibrk, 2018). Committed and satisfied employees have no desire to leave their working places.


Organizational commitment of employees is immeasurably important as highly committed individuals add value to their company through their proactive support, determination, awareness of quality, and substantive productivity. In general, employee commitment may be increased through the clarity about the organization’s intended goals and objectives, the general improvement of the workplace atmosphere, and particular attention from management to employees’ achievements and working challenges. In general, the appropriate actions of the company’s management oriented to the identification and satisfaction of employees’ basic working needs may substantially contribute to the enhancement of organizational commitment.


Bakotić, D. (2016). Relationship between job satisfaction and organisational performance. Economic Research, 29(1), 118-130. Web.

Ćulibrk, J., Delić, M., Mitrović, S., & Ćulibrk, D. (2018). Job satisfaction, organizational commitment and job involvement: The mediating role of job involvement. Frontiers in Psychology, 9(132), 1-12. Web.

Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and turnover intentions: A comparison between supervisors and line-level employees. International Journal of Contemporary Hospitality Management, 28(4), 737-761. Web.

Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction. Procedia Economics and Finance, 23, 717-725. Web.

Singh, A., & Gupta, B. (2015). Job involvement, organizational commitment, professional commitment, and team commitment: A study of generational diversity. Benchmarking: An International Journal, 22(6), 1192-1211. Web.

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