Factors Related To The Organizational Commitment Of College And University Auditors.(Statistical Data Included)

In the present study, task identity, task significance, and autonomy were not found to be related to organizational commitment. Dunham et al. (1994) found a significant relationship between organizational commitment and all three of these variables. Steers (1977) found task identity to be significantly related to organizational commitment. Only one of the hypothesized relationship between the five job constructs and organizational commitment was supported in this study. Additional research is needed to clarify the relationship between job characteristics and organizational commitment.

Implications

Although this study focuses on variables that are related to the organizational commitment of one group of employees with low levels of authority, many other employees throughout an organization may also have low levels of authority. This study begins to explore the ways that organizational commitment can be increased for all such employees. From a managerial standpoint, the organizational commitment of these employees can be increased through a range of organizational variables. Ensuring that these employees perceive that they are valued by the organization and that the organization is dependable has been shown to result in increased commitment levels. Improved communication is another method of increasing commitment. Additionally, promotion opportunities may increase commitment. Attitudes of an employee's work group also affect commitment.

This study also suggests that managers need to focus on improving the organizational commitment of certain groups of employees. The relationship between gender and organizational commitment suggests that males may be less committed than females. Additionally, employees with lower tenure may also be less committed than those employees who have been with an organization longer. Focusing on improving the organizational commitment of these two groups of employees using the suggestions above may result in improved commitment for these groups.

One limitation of this study is the fact that antecedents of organizational commitment were only explored for employees with low levels of authority. To determine if an employee's level of authority is a moderator between these antecedents and organizational commitment, employees with low and high levels of authority must be included in the sample. One recent study was conducted to determine if occupational type affected the relationship between antecedents and organizational commitment (Cohen, 1992). This study divided the sample into white-collar and blue-collar employees and found some differences between occupational groups. Future research should determine if a similar moderator effect exists based on the level of authority.

Summary and Conclusions

The results of this study provide some insight into the variables that are related to the organizational commitment of one group of employees with low levels of authority, internal auditors. As with other studies, organizational characteristics were found to be significantly related to organizational commitment. Given internal auditors reliance on the organization to accomplish change, these relationships were expected. The positive relationship of skill variety with organizational commitment was also expected; however, the negative relationship of feedback with organizational commitment contradicts previous research. Further consideration of feedback processes may be needed to explain this relationship.

The results of this study accentuate the need to be attentive to employees' perceptions of organizational characteristics. Specifically, when the organizational commitment of employees with low levels of authority is under consideration, the perception of organizational characteristics is significantly related to organizational commitment. Further research is needed to determine if level of authority mediates the relationship between perceptions of organizational characteristics and organizational commitment.

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