Organizations today are facing difficulties with gaining committed employees. As organizational success isdependent on employee commitment, researchers have in recent years implied that there is a relationship betweenorganizational culture and organizational commitment. Organizational culture is described as the shared values,norms, assumptions and beliefs of a group. Moreover, research has shown that commitment consists out of threecomponents, of which continuance commitment is described as employees need rather than willingness to staywith its employing organization. Although there are research concerning the two concepts in a profit-drivenorganizational context, there seem to be less research concerning non-profit organizations, such as universities.The purpose of this thesis is therefore to examine if there is a relationship between organizational culture and thecomponent continuance commitment in universities. This was done through a quantitative research approach, witha positivistic research philosophy. To collect empirical data, a self-completion questionnaire was designed anddistributed. The choice was made to limit the empirical context to three universities within the Swedish countrySkåne. These universities are Malmö University, Kristianstad University and Lund University. Further, the contextwas limited to employees at the faculties of business administration and economics.The results of this thesis indicate that no relationship between organizational culture and continuance commitmentexists among employees at the faculties of business administration and economics at the three universities.Nevertheless, the results indicate that half of the respondents recognized a lack of organizational culture, butbelieved in need for it to create employee commitment.

Management control research has often focused on finding the right fit between management control systems and the unique situational context of organizations, but few studies have examined the role of individual personality traits. Therefore, the purpose of this study was to provide a better understanding about the relationship between the Big Five personality traits, management control systems and organizational commitment. We addressed the research gap regarding how the interaction between the Big Five personality traits and management control systems may affect organizational commitment. To answer the research questions, data was collected using a web survey, which was analyzed in statistical software. In total, 103 responses from managers across 30 Swedish companies, were obtained. Our findings indicate that the interaction of the personality trait conscientiousness and results control, and the interaction of the personality trait agreeableness, and cultural control may affect organizational commitment. Based on these findings, theoretical and practical implications are discussed.

Research has shown that organizations outside of academia that provide career-enhancing training opportunities have employees with greater levels of perceived organizational support, job satisfaction, and organizational commitment than do organizations without such training. Increasingly, colleges and universities are looking to attract and retain the most talented individuals; providing opportunities for growth through career-enhancing training opportunities may be one way to do so. This study examined whether or not faculty at institutions providing career-enhancing training opportunities showed a similar positive relationship between perceived organizational support, job satisfaction, and organizational commitment as have employees at organizations outside of academia; this study also examined if those levels varied by gender. A sample of 90 faculty members at both private and public academic institutions was recruited via LinkedIn and the Walden Participant Pool and were administered a 13-item demographic questionnaire, followed by The Survey of Perceived Organizational Support, The Job Satisfaction Survey, and The Three Component Model of Organizational Commitment Survey. Both a correlation and moderation analysis showed no significant relationship between the variables, suggesting the need for a larger sample. Although this study had non-significant results, it contributes to positive social change by promoting discussion of effective ways to improve faculty recruitment and retention and by highlighting the need for further research into the relationship between career enhancement and perceptions of organizational support, job satisfaction, and organizational commitment.

This study investigated whether the percentage of time that weekly employees spend in virtual workspaces is related to job satisfaction (JS), organizational commitment (OC), perceived supervisor support (PSS) and perceived coworker support (PCS). One hundred thirty-five virtual workers employed by 1 of 5 large, privately owned companies reported the percentage of their work time spent performing virtual work and completed 4 instruments to measure JS, OC, PSS, and PCS. Data were analyzed using multivariate linear regression, multivariate multiple regression, and multivariate analysis of variance. Results showed that virtual workers who spent 75% or more of their time engaged in virtual work had higher JS, OC, and PSS than virtual workers who spent 25% or less of their work time working virtually. No relationship was found between the percentage of time spent working virtually and PCS. Results were also examined to determine whether gender or age moderated any of the relationships found between the percentage of time working virtually and organizational outcomes. Neither gender nor age moderated the relationships observed. The study results showed that as employee time performing virtual work increases, employee and corporate benefits also increase in large, privately owned companies. The results of the study have several potential implications for positive social change for organizations, employees, and society as a whole by providing information to organizations considering increasing the percentage of time employees spend engaging in virtual work, helping society determine how performing virtual work affects an employee's well-being, potentially providing insight to employees regarding the pros and cons of virtual work.

Employees who want to leave their companies may exhibit low morale and commitment to organizations, which may affect the way employees interact with customers. The purpose of this correlational study was to examine the relationship between employees' affective, continuance, and normative commitment to their organizations and their turnover intentions. The target population consisted of individuals with 2 or more years of call center experience who resided in the United States. Meyer, Allen, and Smith's 3-component model of commitment provided the study's theoretical framework. A purposive sampling of participants, which included a targeted audience and individuals who accessed the survey from Facebook and LinkedIn, returned 81 usable surveys. Data were analyzed using multiple linear regression analysis. The overall regression model showed a statistically significant relationship between the 3 forms of commitment and turnover intentions, although normative commitment had the strongest relationship with turnover intentions. Study results provide additional evidence showing that employees' affective, continuance, and normative commitment to their organizations relate to their turnover intentions. These results may contribute to positive social change by helping leaders to better understand the relationship between employees' organizational affective, continuance, and normative commitment and turnover intentions. With this knowledge, leaders may be able to decrease turnover and turnover-related costs and increase firm performance. The money saved from turnover costs can be used to develop employees, invest in the company culture, or contribute to community-related programs.

The purpose of this study is to demonstrate how the phenomenon of technostress is present in the accounting and auditing industry depending on the mode of working and further examine its relationship with job satisfaction and organizational commitment which in this context is valid to measure turnover intentions. A quantitative research approach was used in this research where the primary data was collected through a survey among audit and accounting professionals in Sweden. Standard multiple regression analysis to examine how technostress is connected to job satisfaction and organizational commitment. The findings of this research confirm that technostress as a phenomenon. is perceived regardless of the mode of working in the accounting and auditing branches. Moreover, it was found that technostress is negatively associated with job satisfaction and further with organizational commitment.

The purpose of this quantitative study was to better understand the relationship of perceived ethical climate on the organizational commitment and job satisfaction of full-time faculty members in institutions of higher education. Full-time faculty members are the forefront employees of any educational institution, and they have a direct impact on the successful implementation of the vision, mission, and goals of the institution. It is imperative to understand potential factors influencing organizational commitment and job satisfaction because decreased levels of commitment and satisfaction have been linked to lower productivity, stagnated creativity, higher levels of turnover, and deviant workplace behaviors. The nationally reported controversy that occurred in the Sociology Department of The Ohio State University during the 1960s provided the theoretical framework for this research. Four different regional universities, producing 594 responses, participated in this study. A modified version of 3 previously establish scales were used to measure each factor: 1) Three Component Model (TCM) of Employee Commitment created by Meyer and Allen (2004), 2) Revised Ethical Climate Questionnaire (RECQ) created by Victor and Cullen (1993), and 3) Job Diagnostic Survey (JDS) created by Hackman and Oldham (1980). The data analysis found significant differences in self-reported levels of organizational commitment and job satisfaction for full-time faculty members with regards to type of perceived ethical climate (i.e. egoism, benevolence, and principled). Results of this study also indicate that gender differences play a significant role in the self-reported level of organizational commitment. Females reported higher levels of organizational commitment than their male counterparts. There was no significant difference in the self-reported levels of job satisfaction based upon gender differences. Finally, the results of the study included a significant and positive correlation between the total organizational commitment scores and the total job satisfaction scores of respondents.

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Purpose: Artificial intelligence (AI) is a rapidly growing frontier. One promising area for AI is its potential to assist sales managers in providing salesperson feedback. Despite this promise, little work has been done within the business-to-business (B2B) sales domain to investigate the potential impact of AI feedback on critical sales outcomes. The purpose of this research is to explore these issues and respond to calls in the literature to determine how AI can enhance salesperson adaptability and performance. Design/methodology/approach: Survey data from a sample of 246 B2B salespeople was used to test the conceptual model and research hypotheses. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). Findings: The findings provide broad support for the model. An AI-feedback rich environment and salesperson feedback orientation predicted perceived accuracy of AI feedback which, in turn, strengthened intentions to use AI feedback. These favorable reactions to AI feedback positively related to adaptive selling behaviors, and adaptive selling behaviors mediated the relationships between intentions to use AI feedback and organizational commitment, as well as sales performance. Contrary to expectations, it did not mediate the relationship between intentions to use AI feedback and job satisfaction. Practical implications: The managerial implications of this study lie in explaining practical considerations for the implementation and use of AI feedback in the sales context. Originality/value: This study extends literature on technology adoption, performance feedback and the use of AI in the B2B sales domain. It offers practical insight for sales managers and those responsible for implementing AI solutions in sales.

Employee motivation shall be defined by Robbins (as cited in Ramlall, 2004) as: "the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need." To engage in the practice of motivating employees, employers must understand the unsatisfied needs of each of the employee groups. This study desires to provide practitioners in the restaurant industry the ability to recognize motivators for these different employment groups and their relationship to organizational commitment. The restaurant industry consists of two types of employees: salaried and hourly. This study focuses on hourly employees, and their subdivision: tipped employees. For the purpose of this research hourly employees shall be defined as employees that depend on their hourly wage as their main source of income and tipped employees shall be defined as employees that depend on the receipt of tips as their main source of income. The purpose of this study desires to provide practitioners in the restaurant industry a comparison and analysis of employee motivation between the two employment groups and their level of organizational commitment. After formulating a thorough research review, a questionnaire instrument was assembled. The sample for this study was a convenience sample consisting of 104 restaurant hourly tipped and non-tipped, front of the house personnel employed in a single branded, national restaurant chain located in the metropolitan area of Orlando, Florida. The research instrument was a survey questionnaire instrument comprised of three sections: 1.) twelve motivational factors derived from Kovach (1995), 2.) nine questions from the reduced OCQ from Mowday, Steers, and Porter (1979), and a section concerning demographic information of gender, age, race, education level, marital status, job type and tenure in the industry. Results from the study revealed that firstly, all of the employees in this thesis study felt that management loyalty was the most important motivating factor; secondly, intrinsic motivation factors were more important to non-tipped hourly employees; thirdly, gender had a strong influence in half of the motivating factors; fourthly, promotion and career development was found to be more important to non-tipped employees; lastly, overall mostly medium positive relationships were found between employee motivation and organizational commitment. Implications, limitations, and suggestions for future research are discussed in the final chapter.