REVIEW OF LITERATURE

The review of literature is one of the essential parts of the research. A literature
review is a body of text that aims to review the critical points of current knowledge
including substantive findings as well as methodological approaches on a particular
topic. A well structured literature review is characterized by flow of ideas; current
and relevant references with consistent, an unbiased and comprehensive view of
research and research gap on the topic. The most important reason for reviewing the
literature is to know about the recommendations of the previous researches for
the research, which they have listed in their studies. Until recent researches have
shown interest in the field of organization behaviour like; organizational
commitment, organizational effectiveness, effective or efficient organization, impact
of occupational stress on organizational effectiveness etc. Numerous studies
highlighting the impact of organizational commitment and occupational stress on
organizational effectiveness, relationship among organizational commitment,
perceived organizational effectiveness and occupational stress have been carried out
in the past.

In the present research, the researcher has scanned and reported most of the relevant
studies done in India and abroad in the field of organizational
commitment, occupational stress and perceived organizational effectiveness.
Present section review the literature under the six categories, namely,
organizational commitment, occupational stress, perceived organizational
effectiveness, organizational commitment and occupational stress, organizational
commitment and perceived organizational effectiveness, and category of
occupational stress and perceived organizational effectiveness.

Organizational commitment remains one of the most widely studied phenomena in

the organization behaviour literature (Copper-Hakim and Viswesvaran, 2005) and
one of the central concepts in psychology (Morrow, 1993). Meyer and Allen (1991)
stated that
organizational commitment is a multidimensional construct. A great deal of
attention has been given recently to the study of commitment to the
organization (Mowday, Porter and Steers, 1982).

Organizational commitment has been defined as “A psychological state

that characterizes an employee’s relationship with an organization and has
implications for the decision to continue membership of the organization” (Meyer
and Allen 1991).

Becker (1960) referred 'commitment to occupation' as that if, for instance, a

person refuses to change his job, even though, the new job offers him a high salary
and better working conditions, one should suspect that his decision is the result of
commitment. Kanter (1968) referred it as a process through which individual's
interests become attached to carrying out socially organized patterns of behaviours
which are seen as fulfilling those interests and as expressions of the nature/ needs
of the person. Hall, Scheider and Nygren (1970) define organizational
commitment as the “process by which the goals of the organizations and those of
the individual become increasingly integrated and congruent”. Sheldon (1971)
defines organizational commitment as an attitude or an orientation towards the
organizations, which links or attracts the identity of the person to the organizations.

Gupta, et. al. (1971) in their study on scientist and their commitment to
organizational goals found that the more harmonious the researcher- supervisor
relations, the greater is the commitment. The study also indicated that people with
both high experience and low experience need recognition to maintain their
commitment to organization goals. Buchanan (1974) viewed commitment as an
enthusiast, affective attachment to the goals and values of the organization, to
one's role in relation to goals and values of, and to the organization for its own sake,
apart from its instrumental worth.

Steers (1977) in his study tested a preliminary model concerning the antecedents and
outcomes of employees committed to organization. It was found that for both
samples i.e. 382 hospital employees and 119 scientist and engineers, personal
characteristics, job characteristics, and work experiences influenced commitment.
Performance was unrelated to commitment.

Raju, et. al. (1986) examined the organizational commitment in relation to certain
job attributes. The study indicated that job involvement has significance relation
to the company’s satisfaction but not significantly related with organizational
commitment.
Organizational commitment was significantly related to company satisfaction and
with the intrinsic motivation. The study has suggested that employees who are
satisfied with a company may develop commitment to the organization and vice-
versa.

Mottaz (1987) investigated the interrelationship between individual

characteristics, work rewards, work satisfaction and organizational commitment. The
sample of 1,385 workers representing a variety of occupational groups was
analyzed. The study suggested that individual characteristics have very little impact
on either satisfaction or commitment, while work reward is found to be better
predictors of satisfaction than commitment. Further indicated that satisfaction
and commitment have reciprocal effects, however, it appeared that satisfaction
has a significantly greater effects on commitment than the reverse.

Balaji (1988) in his study on organizational commitment of job satisfaction

which explains intent to quite better found that organizational commitment
contributes to intent to quit and job satisfaction. It was found that intentions
to quit strongly negatively related to the organizational commitment and job
satisfaction.

Somers (1995) used a three component model of organizational commitment to

study job withdrawal intentions, turnover and absenteeism. Affective commitment
emerged as the most consistent predictor of these variables and was only view of
commitment related to turnover and to absenteeism. In contrast, normative
commitment was related only to withdrawal intentions while no direct effects for
continuance commitment were observed. Continuance commitment, however,
interacted with affective commitment in predicting job withdrawal intentions and
absenteeism.

Sharma (1997) evaluated organizational commitment and its determinants in a

private sector manufacturing organization with a sample of 200 respondents
from skilled workers, resulted that both situational and personal factors contribute to
workers’ commitment to organization. Between the two, situational factors
contribute more to commitment than do person-related factors. Organizational
characteristics (i.e. adequacy of resources) and two task characteristics (i.e.,
task difficulty and task ambiguity) are important determinants of organizational
commitment.

Tripathi, et.al. (2000) examined the components of organizational culture and its
relationship with organizational commitment in 10 different organizations (five each
in public and private sectors) of an industrial city in northern India with a sample
of 200 respondents from lower and middle level managers, found two dimensions of
organizational culture , participative and manipulative. In manipulative culture the
goal is attainment by hook or by crook. On the other hand, in a participative culture
the goal is self actualization in harmony with others. It may be assumed that if an
organization develops participative culture then its members will feel involved too,
on the other hand if an organization has the quality of manipulative culture people
will be loyal toward the organization, but this loyalty in the lack of total
involvement, cannot lead the organization to the path of success. Loyalty without
identification and involvement puts a question mark on the guarantee of success for
the organization.

Reddy, et. al. (2000) in their study organizational climate and dual commitment
in private and public sector enterprise focused on examine the workers’ dual
commitment- both organizational and union commitment- in the context of
organizational climate. The study was conducted in four public and four private
textile organizations of Coimbatore by interviewing 200 respondents. The study
revealed that organizational climate has an important role in determining
organizational commitment and not union commitment.

Sharma and Joshi (2001) designed a study to focus on organizational characteristics

as predictors of organizational commitment among managerial employees. They
found executives are, by and large, quite satisfied being members of that
organization. Out of the 14 organizational characteristics examined only two, i.e.
performance appraisal and job content, have emerged as the best predictors of
organizational commitment.

Kassahun (2005) explored level of organizational commitment in selected

organizations in Delhi and revealed that all the organizational practices and
personal characteristics (expect education) established a direct association with
organizational commitment. Of these, perceived job autonomy, procedural
justice, organizational support and employee age came out as most important
predictors of organizational commitment. It was further observed that employees
seem to value most freedom in connection to their job followed by procedural
fairness, continuous support from management desk, and equity in the distribution of
work- related outcomes.

Poon, et.al. (2006) tested a model of trust-in-supervisor that included

propensity to trust and supervisor attributes as antecedents and affective
organizational commitment. The result showed that supervisor ability,
benevolence, and integrity as well as
employees’ propensity to trust were positively associated with trust-in-
supervisor. Trust-in-supervisor, in turn, predicted employees' affective
organizational commitment but did not have any influence on their willingness to
help co-workers.

Pala, et. al. (2008) in their study entitled the effects of demographic characteristics
on organizational commitment and job satisfaction: an empirical study on Turkish
health care staff, explored the relationship between organizational
commitment, job satisfaction and demographic characteristics. It was found
that organizational commitment level of men health care staff was higher than
woman health care staff and organizational commitment scores of health care staff
who had technical school were lower than health care staff that had university
degree and master degree or above degree. Further, it was found that
organizational commitment, general satisfaction and interior satisfaction scores of
private hospital were higher than public hospital and exterior satisfaction scores
of health care staff who had been working under 1 year and between 11-15 years in
profession and institution were higher than health care staff who had been
working for more than 16 years.

Nammi and Nezhad (2009) in a study focused on investigating the existence of

relationships between components of psychological climate and teachers
commitment highlighted that teachers’ perception of aspects of the work
psychological climate such as autonomy, cohesion, trust, support, recognition,
fairness and innovation has a strong influence of commitment to school,
commitment to teaching occupation, to teaching work and commitment to work
group.

Ponnu and Chuah (2010) in their study organizational commitment,

organizational justice and employee turnover in Malaysia investigated the
relationship among organizational justice, organizational commitment and turnover
intention of Malaysian employees. The study based on the responses of 172
employees of Malaysia and found that both procedural and distributive justice
perceptions were significant contributors in explaining organizational
commitment and turnover intention. Further, found significant, strong and
positive relationship between organizational justice and organizational commitment.
On other hand, there was a significant, strong and negative relationship between
organizational justice and turnover intention.

Aydin, et.al. (2011) in a study titled the effect of gender on organizational

commitment of teachers a meta analytical analysis proposed to determine the
effect of gender on organizational commitment of teachers and fifteen master
and doctorate these done between 2005-2009 were analyzed using meta analysis. It
was found that the effect of gender is in the favour of males. Further, it was
revealed that male teachers can adopt the norms and values of the organizations
easier than the female teachers.

Padala (2011) during a study on employees’ job satisfaction and organizational

commitment in Nagarjuna Fertilizers and Chemical Limited, India found the
overall satisfaction level of employees is fairly high. The greater satisfaction
level of employees appears to be more as a function of good social and culture
background of employees. Further, results showed that the employees as inclined
positively in their commitment to organization. Age, education, nature of job, and
income have negative relations with respondents’ job satisfaction as well as
organizational commitment.

Sowmya and Panchanatham (2011) in a study on organizational commitment

identified the factors influencing organizational commitment of banking sector
employees in Chennai. The researcher found that in banks, organizational
commitment depends upon the optimistic and affirmative commitment of the
employees. It shows a positive signal of the employees revealing the commitment
and attachment of employees to the organization. It was also found that the bank
employees are enthusiastic in reflecting their continuance commitment in their
work environment to provide maximum service to their customers. The
organizational commitment of the bank employees is also emphasized through their
normative commitment to their organizational goals. It has been assumed by
organizational behavior research that individuals who express high commitment
in their jobs are likely to be more productive, have higher satisfaction and have less
likely to resign than employees with low commitment.

Madi, Jarad, and Alqahtani (2012) examined the impact of perceived job
satisfaction, perceived job characteristics, perceived organizational
characteristics and role perception on three dimensions of organizational
commitment namely affective commitment, continuance commitment and normative
commitment of employees of the banks in Gaza, Palestine. The results showed that
the employees of the banks in Gaza were quite affective and continuous committed
and less normative committed. Further, regression analysis result showed that
perceived job satisfaction, perceived job characteristics, and perceived
organizational characteristics were found positive significant correlated with
affective commitment and role perception was not found
significantly correlated to affective commitment. The result also showed that only
perceived job satisfaction was found positive significantly correlated with
continuance commitment and only perceived organizational characteristics and role
perception were found to have s significantly positive correlation with normative
commitment.

Mangaleswran and Srinivasan (2012) compared organizational

commitment of employees in public sector banks (PSBs) in India and Sri Lanka.
The result revealed that employee commitment differs between PSBs in India and
PSBs in Sri Lanka. The Indian PSBs employees are more committed to their
Banks than their counter parts. This may be due to the demographic variables
such as age, gender, marital status, academic qualifications and tenure etc.

Khalili and Asmawi (2012) in their study titled appraising the impact of
gender differences on organizational commitment: empirical evidence from a
private SME in Iran investigated the impact of gender differences on organizational
commitment in a private small and medium enterprise (SME) company in Iran. The
results revealed that men and women have the same level of affective
commitment, continuance commitment and overall organizational commitment but
women have a greater level of normative commitment than men within the SME.

ks were found to be more neurotic than employees working in nationalized banks.

Shobhana and Kavitha (2012) in a study found that role ambiguity, role
conflict, absence of role authority, role overload, lack of leadership support and
role stagnation and mismatch are the significant causes of job stress of bank
employees. Stressful situations have a negative impact on the quantum of work.
Coping strategies such as rational task oriented behaviour, relief techniques and
organizational strategies are to be adopted by the bank employees.

Gani (2012) conducted a study on job stress among bank employees and found that
occupational stress has a significant difference in the level of stress between
managers and non manager’s bank employees. Managers bank employee’s
occupational stress was found higher compared to non manager bank
employees. Role overload, role conflict, job burnout contribute more toward the
occupational stress among manager bank employees.

Bano and Jha (2012) in their study entitled organizational role stress among public
and private sector employees: a comparative study compared the organizational role
stress among public and private sector employees. The study concluded that that
employees in both public and private sector face moderate level of stress and
role erosion was most and resource inadequacy the least stressor factor.

Ayyappan and Vadivel (2013) examined the level of stress faced by bank
employees who are under different categories from the public and private sector
selected banks of Tamilnadu. The study clearly found that there is significant
relationship between type of banks, gender, age education, marital status, length of
services, job role, family type of the respondents and impact of occupational
stress. The study revealed that employees of public sector banks, employees
under the age group of 31-40 years, employees who had the educational degree of
ICWA/CA, length of services under the 5 years, working in remittance section and
managers faced high level of stress.