International Journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12
line decor
  
line decor

 Volume 11, Issue 3 (March 2024), Pages: 8-18

----------------------------------------------

 Original Research Paper

Organizational commitment of non-tenured employees in the Philippine government service: A behavioral model

 Author(s): 

 Eva Joy C. Palma *

 Affiliation(s):

 College of Education, Northern Iloilo State University- Barotac Viejo Campus, Puerto Princesa, Barotac Viejo, Iloilo, Philippines

 Full text

  Full Text - PDF

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0003-1772-5940

 Digital Object Identifier (DOI)

 https://doi.org/10.21833/ijaas.2024.03.002

 Abstract

Non-tenured employment, often seen as less prestigious, is thought to lead to negative attitudes at work. However, research suggests that non-tenured workers can be just as dedicated to their organizations. Despite the clear need to understand the behaviors of these workers, there is a lack of research in this area. This study looks into what helps or hinders non-tenured government employees in the Philippines from feeling committed to their organization and develops a model to explain their behavior. Using a grounded theory approach, interviews and focus group discussions were conducted with 18 non-tenured staff, including office workers, teachers, and service personnel, in Philippine government settings in 2021. These discussions were analyzed to identify themes inductively. The findings show that these workers are indeed committed to their organizations and highlight both the positive influences (facilitators) and obstacles (barriers) to this commitment. Positive work environment, fair pay, convenient location, and the chance of securing a tenured position were identified as facilitators, whereas political interference, challenging tasks, and limited professional development opportunities were seen as barriers. To better understand these factors, the study introduces a cause-reason-intention-behavior (CRIB) Model, a new framework specifically designed for non-tenured employees. This model is unique in that it focuses on how feelings of comfort, love for the job, and enjoyment of work, despite insecure job conditions, can encourage a strong commitment to the organization.

 © 2024 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords

 Behavioral model, Non-tenured employment, Organizational commitment, Grounded theory, Facilitators and barriers

 Article history

 Received 26 September 2023, Received in revised form 2 February 2024, Accepted 5 February 2024

 Acknowledgment 

The authors are grateful to the reviewers for their valuable comments and to all the older adults who voluntarily and willingly formed part of the study by responding to the questionnaire.

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

 Palma EJC (2024). Organizational commitment of non-tenured employees in the Philippine government service: A behavioral model. International Journal of Advanced and Applied Sciences, 11(3): 8-18

 Permanent Link to this page

 Figures

 Fig. 1

 Tables

 Table 1 Table 2

----------------------------------------------   

 References (44)

  1. Adeniji AM, Adelena OP, and Ogunsile YO (2022). Work conditions and staff job commitment: An empirical survey of government-owned universities. Management Research Journal, 11(1): 1-12.   [Google Scholar]
  2. Ahmad R, Nawaz MR, Ishaq MI, Khan MM, and Ashraf HA (2023). Social exchange theory: Systematic review and future directions. Frontiers in Psychology, 13: 1015921. https://doi.org/10.3389/fpsyg.2022.1015921   [Google Scholar] PMid:36710813 PMCid:PMC9878386
  3. Allen NJ and Meyer JP (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1): 1-18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x   [Google Scholar]
  4. Antenor MAE (2021). The influence of temporary employment on the employee performance among non-permanent employees in the cities of Batangas. IOER International Multidisciplinary Research Journal, 3(1): 99-110. https://doi.org/10.54476/iimrj272   [Google Scholar]
  5. Arifin K (2020). Factors influencing employee attitudes toward organizational change: Literature review. In the 5th ASEAN Conference on Psychology, Counselling, and Humanities, Atlantis Press, Malang City, Indonesia: 188-191. https://doi.org/10.2991/assehr.k.200120.039   [Google Scholar]
  6. Battad ELD (2019). Precarious employment in a globalized world: Case of non-regular employees in the Philippines. Journal of Human Rights and Peace Studies, 5(2): 229-261.   [Google Scholar]
  7. Boroş S and Curşeu PL (2013). Is it here where I belong? An integrative model of turnover intentions. Journal of Applied Social Psychology, 43(8): 1553-1562. https://doi.org/10.1111/jasp.12104   [Google Scholar]
  8. Busetto L, Wick W, and Gumbinger C (2020). How to use and assess qualitative research methods. Neurological Research and Practice, 2: 14. https://doi.org/10.1186/s42466-020-00059-z   [Google Scholar] PMid:33324920 PMCid:PMC7650082
  9. Cajander N and Reiman A (2020). Work commitment modes of temporary agency workers in restaurants. International Journal of Business and Administrative Studies, 6(2): 65-72. https://doi.org/10.20469/ijbas.6.10001-2   [Google Scholar]
  10. Chambel MJ and Castanheira F (2006). Different temporary work status, different behaviors in organization. Journal of Business and Psychology, 20: 351-367. https://doi.org/10.1007/s10869-005-9015-0   [Google Scholar]
  11. Chambel MJ, Lorente L, Carvalho V, and Martinez IM (2016). Psychological contract profiles among permanent and temporary agency workers. Journal of Managerial Psychology, 31(1): 79-94. https://doi.org/10.1108/JMP-02-2014-0070   [Google Scholar]
  12. Chun Tie Y, Birks M, and Francis K (2019). Grounded theory research: A design framework for novice researchers. SAGE Open Medicine, 7. https://doi.org/10.1177/2050312118822927   [Google Scholar] PMid:30637106 PMCid:PMC6318722
  13. Chung EK, Jung Y, and Sohn YW (2017). A moderated mediation model of job stress, job satisfaction, and turnover intention for airport security screeners. Safety Science, 98: 89-97. https://doi.org/10.1016/j.ssci.2017.06.005   [Google Scholar]
  14. Clarke V and Braun V (2017). Thematic analysis. The Journal of Positive Psychology, 12(3): 297-298. https://doi.org/10.1080/17439760.2016.1262613   [Google Scholar]
  15. Conlon C, Timonen V, Elliott-O’Dare C, O’Keeffe S, and Foley G (2020). Confused about theoretical sampling? Engaging theoretical sampling in diverse grounded theory studies. Qualitative Health Research, 30(6): 947-959. https://doi.org/10.1177/1049732319899139   [Google Scholar] PMid:31959073
  16. Corbin J and Strauss A (2008). Basics of qualitative research. 3rd Edition, SAGE Publication, Thousand Oaks, USA.   [Google Scholar]
  17. Cropanzano R and Mitchell MS (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6): 874-900. https://doi.org/10.1177/0149206305279602   [Google Scholar]
  18. Cropanzano R, Anthony EL, Daniels SR, and Hall AV (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1): 479-516. https://doi.org/10.5465/annals.2015.0099   [Google Scholar]
  19. CSC (2021). Inventory of government human resources (IGHR). Civil Service Commission, Quezon City, Philippines. 
  20. Diefendorff JM and Seaton GA (2015). Work motivation. In: Wright JD (Ed.), International encyclopedia of social and behavioral sciences: 680-686. Elsevier, Amsterdam, Netherlands. https://doi.org/10.1016/B978-0-08-097086-8.22036-9   [Google Scholar]
  21. Dwiyanti R and Kusuma Abdilla S (2018). The effect of job insecurity on organizational commitment in impermanent temporary employees of an Indonesian company. Expert Journal of Business and Management, 6(1): 40-48.   [Google Scholar]
  22. Fafchamps M and Labonne J (2017). Do politicians’ relatives get better jobs? Evidence from municipal elections. The Journal of Law, Economics, and Organization, 33(2): 268-300. https://doi.org/10.1093/jleo/ewx001   [Google Scholar]
  23. Felfe J, Schmook R, Schyns B, and Six B (2008). Does the form of employment make a difference? - Commitment of traditional, temporary, and self-employed workers. Journal of Vocational Behavior, 72(1): 81-94. https://doi.org/10.1016/j.jvb.2007.10.008   [Google Scholar]
  24. Gul M, Oberoi A, and Ali A (2021). Factors affecting employees' commitment: Investigation from university faculty. KASBIT Business Journal, 14(4): 68–80.   [Google Scholar]
  25. Hariani E and Lutfi (2023). The influence of compensation and employment status on employee performance with work motivation as a mediating variable. Business and Finance Journal, 8(1): 48-59. https://doi.org/10.33086/bfj.v8i1.3903   [Google Scholar]
  26. Inegbedion H (2022). Motivators of employee commitment at multinational organisations in emerging economies: Empirical evidence from Nigeria. Humanities and Social Sciences Communications, 9(1): 1-9. https://doi.org/10.1057/s41599-022-01169-6   [Google Scholar]
  27. Kamau RW (2015). Factors influencing employee commitment and its impact on organizational performance: A case study of Kenya airports authority. Ph.D. Dissertation, United States International University-Africa, Thika, Kenya.   [Google Scholar]
  28. Kaur P and Mittal A (2020). Meaningfulness of work and employee engagement: The role of affective commitment. The Open Psychology Journal, 13(1): 115–122. https://doi.org/10.2174/1874350102013010115   [Google Scholar]
  29. Kiger ME and Varpio L (2020). Thematic analysis of qualitative data: AMEE Guide No. 131. Medical Teacher, 42(8): 846-854. https://doi.org/10.1080/0142159X.2020.1755030   [Google Scholar] PMid:32356468
  30. Lestari D, Nasihah R, and Komalasari S (2023). Role of work value to organizational commitment. In the Conference of Psychology and Flourishing Humanity, Atlantis Press, Zhengzhou, China: 293-301. https://doi.org/10.2991/978-2-38476-032-9_30   [Google Scholar]
  31. Loan LTM (2020). The influence of organizational commitment on employees’ job performance: The mediating role of job satisfaction. Management Science Letters, 10(14): 3307-3312. https://doi.org/10.5267/j.msl.2020.6.007   [Google Scholar]
  32. Mangaoang EMD (2020). Precarious work in the Philippine public sector: Nuances and prospects for reform. Philippine Journal of Public Administration, 65(1–2): 1–33.   [Google Scholar]
  33. Meyer JP and Morin AJ (2016). A person‐centered approach to commitment research: Theory, research, and methodology. Journal of Organizational Behavior, 37(4): 584-612. https://doi.org/10.1002/job.2085   [Google Scholar]
  34. Moraa R and Juma D (2015). Influence of temporary employment on employee performance: A case study of Safaricom Limited. International Journal of Business and Commerce, 4(4): 1-37.   [Google Scholar]
  35. Morrissette AM and Kisamore JL (2020). A meta-analysis of the relationship between role stress and organizational commitment: The moderating effects of occupational type and culture. Occupational Health Science, 4(1-2): 23-42. https://doi.org/10.1007/s41542-020-00062-5   [Google Scholar]
  36. Napitupulu D, Rahim R, Abdullah D, Setiawan MI, Abdillah LA, Ahmar AS, and Pranolo A (2018). Analysis of student satisfaction toward quality of service facility. Journal of Physics: Conference Series, 954: 012019. https://doi.org/10.1088/1742-6596/954/1/012019   [Google Scholar]
  37. Novianti KR (2021). Does organizational commitment matter? Linking transformational leadership with organizational citizenship behavior (OCB). Jurnal Aplikasi Manajemen, 19(2): 335-345. https://doi.org/10.21776/ub.jam.2021.019.02.09   [Google Scholar]
  38. Ofosuhene D and Sammo Z (2020). Does contract employment affect the behaviour of employees. International Journal of Academic Research in Business and Social Sciences, 10(5): 557-574. https://doi.org/10.6007/IJARBSS/v10-i5/7228   [Google Scholar]
  39. Owoyemi O, Oyelere M, Elegbede T, and Gbajumo-Sheriff M (2011). Enhancing employees’ commitment to organisation through training. International Journal of Business and Management, 6(7): 280-286.   [Google Scholar]
  40. Palma EJC and West GR (2023). Working in uncertainty: Organizational behavior of contingent college teachers in the Philippines. International Journal of Evaluation and Research in Education, 12(4): 1854–1861. https://doi.org/10.11591/ijere.v12i4.25290   [Google Scholar]
  41. Ryan RM and Deci EL (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. https://doi.org/10.1037//0003-066X.55.1.68   [Google Scholar] PMid:11392867
  42. Singh D (2017). A study of job satisfaction, organisational commitment and its effect on work performance in contractual employees-A case study of Bihar Vikas Mission, Bihar, India. International Journal of Latest Technology in Engineering, Management and Applied Science, 6(4): 175–179.   [Google Scholar]
  43. Tadesse WM (2019). Public service reform in Ethiopia: Challenges and gaps post-implementation. Africa’s Public Service Delivery and Performance Review, 7(1): 1-9. https://doi.org/10.4102/apsdpr.v7i1.246   [Google Scholar]
  44. Xia D, Sun J, Zhang C, and Zhang Y (2022). The relationship between organizational commitment and turnover intention among temporary employees in the local government: Mediating role of perceived insider status and moderating role of gender. Frontiers in Psychology, 13: 1024139. https://doi.org/10.3389/fpsyg.2022.1024139   [Google Scholar] PMid:36591088 PMCid:PMC9800905