The article analyzes the organizational commitment and stress among the information technology (IT) professionals. Some of the demographic variables and sex differences between the male and female IT professionals on organizational commitment and stress were also examined. An Analysis of Variance (Anova) test was used to analyze the data which consisted of 76 IT professionals. Results, based on the study of various variables, revealed that there was no significant difference between the male and female IT professionals.
In
the present day scenario, information technology industry
is growing with a magnanimous effervescence. This can be attributed
to the increased number of erudite, elite and adroit personnel
whose dedication and devotion to duty has been excellent.
This is what organizational commitment is all about. In the
broader sense, it would encompass values and beliefs employees
underlie in the policies and procedures of organizations values,
guide organizations decision-making, direction, vision and
mission.
Values have a great impact on an employee's commitment capacity.
Commitment capacity is a function of the integration of the
external and internal environment and has been a good predictor
of important behaviors like employee turnover, employees'
adherence to organizational values and their willingness to
perform extra role duties. Such promises such as financial
compensation, job security, enjoyment, self-esteem, reputation,
responsibility, team work, advancement / growth, job enrichment,
pride modelling and high achievable expectations have been
associated with organizational commitment.
Research has shown that one's level of commitment at work
is an important type of attitude to foster among employees.
Indeed, it is related not only to employee withdrawal behaviors,
such as absenteeism and voluntary turnover, but also to job
performance. Thus, employee work commitment surveys can be
a very useful tool for human resource leaders to predict the
extent to which employees will engage in productive behaviors
at work. A great deal of research has identified various factors
that can influence employee commitment, such as leadership
styles, career management and development opportunities, general
fairness and openness of organizational processes (e.g., salary
/ bonus determination), cafeteria-style benefits, programs,
job scope, role clarity, trust in employess, and recognition
for employee contribution. Such research can be used as an
effective guide in developing organizational practices that
will have the greatest positive impact on employee commitment
levels.
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