Some antecedents to organisational commitment : implications for human resources management of support staff at the University of Malta

Abstract

Organizational commitment (OC) is relevant to many situations and has many applications. This study explores factors that lead to organisational commitment, rather than the outcomes, and focuses on role ambiguity and equity sensitivity as antecedents to organizational commitment. The literature reviewed provides a basis for the hypotheses specified in this study. Various theories in the literature were considered and the most relevant sources were selected and adapted to propose the hypotheses presented. The final questionnaire included: the short version of the Three Component Model (TCM) of Commitment by Meyer and Allen (2004); the MULTIRAM instrument that measures role ambiguity (Singh and Rhoads, 1991); and an instrument selected to measure equity sensitivity that was developed by Sauley and Bedelan (2000). Data was collected from support staff at the University of Malta The analysis sought to identify whether there are any relationships between the level of equity sensitivity and role ambiguity on the organizational commitment of the support staff at the University of Malta (UoM). Furthermore, cross tabulations were employed to determine whether any associations were present between the classificatory variables and the constructs. The key findings suggest that as the level of equity sensitivity increases so does the organisational commitment of participants with females exhibiting higher levels of equity sensitivity than males. Role ambiguity was found to affect normative and overall organisational commitment. It is quite interesting to note that no significant relationship was found between role ambiguity and continuance commitment. Furthermore, this study identified relationships 'age' and 'company flexibility' and 'boss support'; 'gender' with 'equity sensitivity'; and 'tenure' with 'normative commitment', 'organisational commitment' and 'customer objections'. Finally implications are discussed, the limitations of this study are noted and suggestions for future research are indicated. The discussion section provides management at the University of Malta with indications of actions that can assist in cultivating a committed workforce.