Job Involvement, Job Satisfaction, and Organizational Commitment:

Predicting Propensity to Leave a Job among Skilled Employee

1

Pei-Lee. Teh1, Laosirihongthong. Tritos2

Faculty of Management, Multimedia University, Cyberjaya, Malaysia

Industrial Engineering Department, Faculty of Engineering, Thammasat University, Pathumthani, Thailand
Email: 1peilee_t@yahoo.com, 2tritos36@yahoo.com

Abstract This paper examines the impact of job

involvement,
job
satisfaction
and
organizational
commitment on propensity to leave a job. Using a stratified
random sampling procedure, survey questionnaires are
administered to 116 Information Systems (IS) personnel
working in multinational companies in Malaysia. Results
show that IS personnels job involvement is positively
associated with organizational commitment. Likewise, job
satisfaction has a positive relationship on organizational
commitment. Employees organizational commitment also
significantly influences their propensity to leave a job. The
findings of this study are discussed in the light of previous
evidence. This paper concludes with a discussion of
implications and directions for future studies for IS
research.

performance appraisal on their intention to quit [8]. Some

studies have revealed that individuals decision to stay or
leave a job is dependent on both personal intention and
organizational culture [9]. In a recent study, Earl et al.
[10] posited that job satisfaction, organizational
commitment, and propensity to leave are the attitudinal
factors contributing a decision to withdraw from an
organization.
Given the current employee turnover facing the IS
profession, it is important to understand the psychological
factors leading to IS personnels propensity to leave a job.
In this regard, this study aims to investigate the impact of
job involvement, job satisfaction, and organizational
commitment on their propensity to leave a job by using
sample from Malaysian manufacturing industries.

Keywords IS personnel, job involvement, job

satisfaction, organizational commitment, propensity to leave.

II. LITERATURE REVIEW

I. INTRODUCTION

The attitudinal outcomes of job involvement, job

satisfaction and organizational commitment are measured
distinctly [11-14]. Although both job involvement and job
satisfaction refer to the particular assigned tasks,
differences between job involvement (i.e., individuals
psychological identification with a specific job) and job
satisfaction (i.e., the pleasant emotional state of liking
ones job) have been examined [12, 15-16].
Organizational commitment is regarded as the degree of
an individuals identification with and involvement in a
firm [17]. In this study, the predictors of propensity to
leave among skilled-employee (IS personnel) draw on the
organization as a whole rather than a particular job.
Because organizational commitment is conceptually
distinct from the job specific attitudes of job involvement
and job satisfaction, the construct of organizational
commitment has been included in the proposed model.
Job involvement refers to the individuals willingness
to put effort on the tasks [4]. A state of involvement
represents a state of positive engagement of an individual
employee in their job [18]. In the workplace, employees
with high levels of job involvement concern about the
types of work they are responsible to perform [19]. Over
the years, a stream of psychological research [13, 20-21]
has found a positive association between job involvement
and organizational commitment. According to Blau [19],
highly involved employees are motivated to go to work
and they have a positive orientation towards their
employing organization. In this vein, the IS personnel
with higher levels of job involvement are more likely to

Employee turnover is one of the major human

resource (HR) challenges faced by many organizations.
An opinion poll from the HR professional bodies of Hong
Kong, Malaysia and Singapore indicate that job-hopping
had become so rampant within organizations in these
countries that it had, in fact, become a culture [Asia
Pacific Management News, as cited by Khatri et al. [1:54].
In a recent report published by the Economist Intelligence
Unit [2], employee turnover is high among well-trained
personnel in Malaysia.
In time, employee turnover is regarded as a pressing
issue among the well-trained personnel in the IS
profession. IS personnel turnover, in fact, incurs a
substantial cost to organizations. These costs of turnover
include payments for replacement and new employees
inexperience, lower morale among existing staff who are
pressured and overloaded and work interruptions [3]. It is
important to note that the costs of well-trained employees
turnover involving re-training, searching for new
employees, and reduction in productivity can surpass five
percent of the annual operating budget [4].
In Malaysias context, past and recent research has
examined the relationships between organizational justice
and turnover intention [3], psychological contract
violation and turnover intention [5], organizational
citizenship behavior and turnover intention [6], Total
Quality Management (TQM) practices and employees'
propensity to remain [7], as well as the effects of
employees perceptions of political motives in

978-1-4577-0628-8/11/$26.00 2011 IEEE

Proceedings of the 2011 IEEE ICQR

H3: Organizational commitment (OC) is negatively

related to propensity to leave a job (LE).

continue their employment with the same organization.

On the basis of the previous literature, the hypothesis
below is proposed:

II. METHODOLOGY

H1: Job involvement (JI) is positively related to

organizational commitment (OC).

In this study, the measure of job involvement is

assessed with the instrument developed by Kanungo [12].
The construct of organizational commitment is measured
with survey items from Allen and Meyer [36]. And, the
scale utilized to measure an employees propensity to
leave a job is adapted from Aliosha Alexandrov and Ugur
Yavas [37]. Respondents are asked to examine their level
of job involvement, organizational commitment, and
propensity to leave a job by rating their experiences on a
six-point Likert scale (1=Extremely disagreed;
6=Extremely agreed). On the other hand, the survey items
for job satisfaction are an adaptation of a shortened
version of Minnesota Satisfaction Questionnaire [38].
In this study, the unit of analysis is individual (IS
employee). Using a stratified random sampling procedure,
the survey is directed to IS employees working in
multinational companies (MNCs) listed in the recent
Fortune 500 companies [39]. This sampling method is
commonly used in other studies [40-41] to collect
multiple respondents from companies. A total of 240
questionnaires are distributed to the IS personnel who are
working in three MNC companies. Of the 240, 116
questionnaires are completed and returned, resulting in a
net response rate of 48.33%.
The survey respondents include 71 (61.2%) male and
45 (38.8%) female. In terms of the educational levels, 1
(0.8%) respondent does not hold college degree, 14
(12.1%) respondents have diploma, 96 (82.8%)
respondents possess bachelor degrees or professional
qualifications, and 5 (4.3%) respondents have master
degrees. The job positions of respondents are as follows:
26 (22.4%) are non-executives, 73 (62.9%) are
executives, 8 (6.9%) are assistant managers and 9 (7.8%)
are managers. ANOVA with post hoc test is then carried
out to ensure that the differentiation of each constructs
among respondents characteristics is not significant.
Since the ANOVA analysis is insignificant, the
subsequent analysis is performed.

Job satisfaction is defined as the pleasurable

emotional state resulting from the appraisal of ones job
as achieving or facilitating the achievement of ones job
values [22: 316]. In general, job satisfaction covers
either satisfaction with specific job-related factors (e.g.,
salary and autonomy) or overall satisfaction with
individuals job and a balance of different aspects of work
[23]. In addition, job satisfaction has been known as
antecedent to organizational commitment [24]. There
have been numerous studies [24-26] on this issue, which
concluded that increasing job satisfaction enhanced the
levels of organizational commitment. The reason is based
upon the rationale that job satisfaction is dependent on
personal and organizational factors (e.g., job and job
facets) which predicts organization commitment [24].
Therefore, it is hypothesized that employees are more
likely to be committed to an organizations goals, and to
remain membership with the organization in an effort to
realize the organizational goals. Therefore, the hypothesis
below is proposed:
H2: Job satisfaction (JS) is positively related to
organizational commitment (OC).

According to Khatri et al. [1], previous studies have

been focused on job satisfaction as the main predictor of
employee turnover. Nevertheless, Porter et al. [17]
suggested that organizational commitment plays an
important role in explaining turnover, and argued that
organizational commitment was a better predictor than job
satisfaction. This notion is further supported by several
studies which postulated that organizational commitment
is a major factor contributing to low turnover among the
employees [27-29]. There has been a proliferation of
research on organizational commitment in the 1980s and
1990s [30]. Mathieu and Zajac [30] conducted a metaanalysis of 48 different studies, and reported that
organizational commitment correlates negatively with
turnover. Some recent studies [1, 31-33] have also found a
negative relationship between organizational commitment
and intention to leave. Employees will reciprocate with
organizational commitment and retention behavior if they
perceive that their organization is committed to them [34].
Employees with high levels of organizational
commitment have desire to maintain their employment
even when they are offered attractive well-fare [35]. In
other words, employees are likely to leave a job when
they are less committed to the organization. In this regard,
organizational commitment is negatively linked to
employees propensity to leave a job. Following this
rationale, the hypothesis below is suggested:

III. RESULTS
A. Reliability and Validity
In this study, the reliability analysis is assessed using
the Cronbachs alpha coefficient and composite
reliability. As shown in Table I, the Cronbachs Alpha
values for all constructs are above 0.70, meeting the
desirable value suggested by Nunnally and Bernstein [42].
Likewise, the values of composite reliability for all
constructs are greater than the cutoff criterion of 0.60
proposed by Bagozzi and Yi [43].
To assess the validity of measurement instrument,
both convergent validity, and discriminant validity are
tested. Convergent validity can be checked through the

Proceedings of the 2011 IEEE ICQR

estimation of average variance extracted. Referring to

Table I, the values of average variance extracted for all
constructs are greater than 0.50 recommended by Fornell
and Larcker [44]. As a result, convergent validity is
established. In this study, discriminant validity is assessed
through the analysis of the square roots of the average
variance extracted with the correlations among studied
constructs. As shown in Table II, discriminant validity is
ensured as the square roots of average variance extracted
values are greater than the off-diagonal measures in the
correlation matrix.

model: NC = 1.004, GFI = 0.897, AGFI = 0.846, RMSEA

= 0.006, NFI = 0.915, TLI = 0.999, and CFI = 1.000.

Note: = Parameter Estimates; * p <0.05; ** p <0.001.

Model fit indices: NC = 1.004; GFI = 0.897; AGFI = 0.846;
RMSEA = 0.006; NFI = 0.915; TLI = 0.999; CFI = 1.000.

B. Analysis and Results

This study tests and validates the proposed model
using structural equation modeling (SEM). The data
analysis is performed using maximum likelihood
estimation from Analysis of Moment Structures (AMOS)
16.0. The overall model fit is assessed using both absolute
fit indices and incremental fit indices. These absolute fit
indices include the normed chi square (NC), goodness-offit (GFI) index, adjusted goodness-of-fit (AGFI) index,
and root mean square error of approximation (RMSEA).
The measurement of incremental fit indices comprises the
normed fit index (NFI), comparative fit index (CFI), and
the Turker Lewis index (TLI).

JI
OC
JS
LE

Fig. 1. Proposed Model.

TABLE III
RESULTS OF STRUCTURAL MODEL ESTIMATES
HypoCausal
Parameter
Standard Critical p-value
theses
Path
Estimates
Errors
Ratios
H1
JIOC
0.761
0.127
6.010
0.000**
H2
JSOC
0.243
0.103
2.350
0.019*
H3
OCPE -0.310
0.122
-2.540
0.011*
Note: * p < 0.05; ** p < 0.001. JI=Job involvement; OC=Organizational
commitment; JS=Job satisfaction; LE=Propensity to Leave a Job.
Table III presents the results of structural model
estimates. All the hypothesized paths are significant. Job
involvement shows a positively related to organizational
commitment ( = 0.761, p < 0.001). Job satisfaction
significantly influences the organizational commitment (
= 0.243, p < 0.05). As expected, organizational
commitment is found to be negatively related to the
propensity to leave ( = -0.310, p < 0.05). As a result, all
hypotheses are supported.

TABLE I
RESULTS OF RELIABILITIES AND VALIDITY ANALYSES
Items
Cronbachs Composite
Average
Alpha
Reliability
Variance
Extracted
5
0.8916
0.921
0.700
5
0.8676
0.904
0.655
7
0.8860
0.912
0.598
3
0.8590
0.914
0.781

IV. DISCUSSION

TABLE II
CORRELATION ANALYSIS AND SQUARE ROOTS OF AVE VALUES
JI
OC
JS
LE
JI
(0.837)
OC
0.724**
(0.809)
JS
0.598**
0.597**
(0.773)
LE
-0.165
-0.195*
-0.142
(0.884)
Note: * Correlations significant at p < 0.05. ** Correlations significant
at p < 0.01. The values in parentheses in the diagonal row are square
roots of the AVE. JI=Job involvement; OC=Organizational
commitment; JS=Job satisfaction; LE=Propensity to Leave a Job.

Overall, the results from this study indicate that job

involvement is positively related to organizational
commitment. This result is consistent with other findings
[13, 20, 21]. Additionally, the results of this study
provides strong evidence that job involvement is more
important predictor of organizational commitment, even
though both job involvement and job satisfaction emerged
as significant. Unlike the past research, the analysis
undertaken in this study reveals that IS personnel with
higher levels of job involvement exhibit more
commitment towards their organization.
The present finding supports the hypothesis that job
satisfaction has a positive relationship on organizational
commitment. This result is in-line with Vandenberg and
Lance [24], Iverson and Roy [25], Glisson and Durick
[26] which reported that job satisfaction has a positive
effect on organizational commitment. This finding implies
that satisfied IS personnel are more inclined to remain
membership with their employing organization.
As predicted, organizational commitment is
negatively related to propensity to leave a job. This is
consistent with the recent findings of Parry [31], Lynn

Fig. 1 shows second order model and the results of

SEM analysis. A model is considered good with a NC
ratio of two or less [45]. A value of 0.80 and above for
GFI and AGFI suggests a good model fit [46]. Along the
same lines, Browne and Cudeck [47] proposed that a
RMSEA value of 0.05 or less indicates a close
approximate fit. A value of 0.90 or greater for NFI is an
indicative of a good fit model [48]. According to Hair et
al. [49], a value close to 0.95 for both CFI and TLI
indicates a well-fitting model. In this study, the model fit
indices suggest a good fit between data and the specified

Proceedings of the 2011 IEEE ICQR

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and Redman [32], Khatri et al. [1] and Sjoberg and Sverke
[33] which concluded a negative relationship between
organizational commitment and intention to leave. This
result clearly shows that the job attitude (i.e.,
organizational commitment) held by an IS personnel is
predictive of propensity to leave a job.
V. CONCLUSION
In conclusion, this study adds an important
contribution to the IS literature, in which the empirical
findings shows that three job attitudes (i.e., job
involvement, job satisfaction and organizational
commitment) significantly affect the propensity to leave a
job among IS personnel.
From a practical viewpoint, the proposed model is
ideal for practical usage by HR and/or IS managers to
evaluate and manage their subordinates. First, IS
personnel with lower levels of job involvement and job
satisfaction are in the highest risk category for being less
organizationally committed employees. However, job
involvement and job satisfaction are not equally important
in affecting organizational commitment among IS
personnel. In comparing job involvement and job
satisfaction, employees with high levels of job
involvement are more likely to develop increased levels
of organizational commitment.
Second, IS personnel with lower levels of
organizational commitment are more likely to develop
propensity to leave a job. Recognizing this issue, the
management of MNCs in Malaysia should increasingly
emphasize on enhancing the IS personnels organizational
commitment by developing stronger co-worker
relationships, better supervision, reward systems and
organizational support structures.
The findings of this study need to be taken with some
limitations. First, the cross-sectional data in this study
does not test the temporal relations among the variables.
Therefore, the causal relationships in the model deserve
empirical attention in future longitudinal research.
Second, the sample data collected comes from a subset of
IS personnel working in MNCs in Malaysia. The
generalization of this study may be increased by
replicating the research to include IS personnel
representing MNCs other countries. Finally, this study
focuses on HR perspective in predicting the employees
propensity to leave a job. One possible direction for future
research is to explore the role of TQM strategy [50],
corporate culture [51], and HR performance evaluation
[52-53] in examining staffs propensity to leave a job.
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