Academic journal article International Journal of Business

Employee Engagement and Organizational Commitment: Evidence from Jordan

Academic journal article International Journal of Business

Employee Engagement and Organizational Commitment: Evidence from Jordan

Article excerpt


Employee engagement and employee-organizational commitments are critical organizational requirements as organizations face globalization and recovering from the global recession. Engagements at work, employee and organizational commitment have been areas of interest among many researchers and they have received huge recognitions among scholars and studies. Many researchers in their studies support the relationship between organizational performance and employees' engagement, for example, Simpson (2009) and Andrew and Sofian (2012).

However, according to Saks (2006) most of what has been found about employee engagement was found in practitioner journals; it has its basis in practice rather than theoretical and empirical research. Consequently, there is real need for more studies on employee engagement literature (Saks 2006). In additional, several studies in western developed economies show that there is a affirmative relationship between employee engagement and affective emotional commitment (Richardsen et al., 2006; Llorens et al., 2006; Hakanen et al., 2006; Saks, 2006; Demerouti et al., 2001; Maslach et al., 2001; Brown and Leigh, 1996), but none has looked at engagement's impact on the two other measurements of commitment: continuance and normative. Moreover, to date researchers have not yet studied the relationship between employee engagement and organizational commitment in the banking sector in Jordan. Furthermore, very few commitment studies were conducted in Jordan. Supporting this argument, Suliman and Iles (2000) argue that research in commitment in Arab literature has been somewhat ignored.

Hence, this study is critical for the following reasons. First, this study contributes to the literature by examining the relationship between two measurements of employee engagement and three measurements of organizational commitment. Second, this study is considered one of the very few researches that examined employee engagement using two dimensions namely job engagement and organisational engagement. Previous research has focused primarily on work commitment such as Richardsen et al. (2006), Llorens et al. (2006), Hakanen et al. (2006), and Demerouti et al. (2001). Moreover, only one study was found that studied the two measurements of employee engagement: job engagement and organizational engagement according to Sake (2006).

Therefore, this study expands the awareness of the impact of employee engagement on organizational commitment among frontline employees. It also concentrates on one of the issues that are characterized as required to be researched particularly in the emerging economies. Therefore, this study is expected to contribute to the current literature, and especially in the Jordanian context, where there is a desperate need for such a research to be conducted (Albdour and Atarawneh, 2012). The paper is structured as follows. First the literature on the relationship between employee engagement and organizational commitment were reviewed and presented. Second, a discussion of the research methodology procedures and issues is provided. Third, the quantitative results of the survey's questionnaire are followed. Finally, the discussions of the findings in addition to the study conclusions, recommendations and limitations are presented.


A. Employee Engagement and Organizational Commitment

Employee engagement has gained much popularity and the knowledge is required by many stakeholders related to the employees and organizations. More recently, employee engagement has generated significant interest among HR professionals as several researchers claim engagement has a positive relationship with customer satisfaction, productivity, profit, employees' retention (Coffman and Gonzalez-Molina, 2002; Buckingham and Coffman, 1999) and organisational success and profit (Richman, 2006; Baumruk, 2004). …

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