Organizational Commitment, Work Engagement and Job Satisfaction of Polish Managers - Study Results
Organizations to achieve successful results need to employ managers who are not only engaged and satisfied, but also committed to their organizations. Especially job satisfaction plays an important role in shaping employeesattitudes and organizational behaviors. The purpose of the article is to present the results of thelevels of organizational satisfaction, work engagement and organizational commitment of Polish managers, and additionally the strength of relationshipsamong these variables. To measure the organizational commitment the model of Allen and Mayer (1990) was used, while for work engagement Utrecht Work Engagement Scale (UWES) applied. In the case of the of job satisfaction the approach which focuses on different aspects of satisfaction was used (Coomber and Barriball 2007). This referred to the satisfaction: with economic conditions, satisfaction with performed tasks, interpersonal relations and the physical environment. In addition,perceived organizational support and sense of justice were measured (Rhoades, & Eisenberger, 2002).Descriptive statistics and mean comparison tests (one-way ANOVA analysis of variance) were used to analyze empirical material. The study was carried out on a sample of 395 managers from Polish 40 large enterprises (located in south- east, and east of Poland). The data were collected with paper the questionnaires delivered to the companies. The identified overall level of satisfaction and the level of engagement and commitment can be assessed at above average (mean), and in some areas was good. Satisfaction with economic conditions and are calculative commitment are below average results. This means that managers are not fully satisfied with the financial rewards and principles of their distribution (distribution and procedural justice). Many of respondents stay are in the organization because they cannot find a better job, or the costs of leaving the organization may be perceived as to high. In the case of satisfaction, the highest results relate to satisfaction with interpersonal relationships. Managers take their work seriously, what may be deducted from their high work dedication and declared level of normative commitment. Data shows that in the development of managerial commitment, engagement, and satisfaction,not only economical may play a role. Namely: interpersonal relations, character of performed tasks, support from the supervisor and support form organization, perceived justice, are key factor in the process. However, economic conditions and a sense of justice are important especially in the context of long-term commitment. But generally, satisfaction with economic conditions seems to be less important than perceived support and justice, in the case of the development of commitment and engagement. This means that there is a possibility to increase those factors by shaping the appropriate relationships in studied organizations. Also the way of implementation and positive signaling of organizational practices plays an important role it this process (Ostroff and Bowen 2016, Leslie, et al. 2019).
Keywords - Satisfaction, Commitment to Work, Work Engagement, Organizational Commitment