CHAPTER 1

INTRODUCTION

1.0 BACKGROUND OF STUDY

In the current global situation, researchers have paid a greater attention on
employees intentions to quit and employee engagement that are influenced by
organizational commitment. Today, most of the organizations facing major problems in
maintain its best employees in the face of globalization and labor force diversity
(Chandrashekaran, 2006). According to Cotton and Tuttle (1986) they have defined
intention to quit as the likelihood of employees leaving their organization as predicted.
The duties that are to be accomplished would be affected when an employee leave the
organization as the workforce decrease. An organization has to bear a high amount of
cost for advertising, recruitment, selection and hiring of new employee (Yin-Fah, Sok
Foon, Chee-Leong and Osman, 2010). Past researchers has identified organization
commitment as having faith in organizational values and sharing its aims, making
efforts beyond expectations in the name of the organization and willingness to maintain
membership of the organization (Bozlagan, Dogan, Daoudov, 2011).
The relationship demonstrates that that how much employees trust and accepts
the target and the worth of the organization (Mowday, Porter, & Steers, 1982), and how
eagerly the input efforts for the organization are ready to be done (Meyer & Allen,
1991). This is in part due to the vast number of works that have found relationships
between organizational commitment and attitudes and behaviors in the workplace
(Porter et al., 1974, 1976; Koch and Steers, 1978; Angle and Perry, 1981).
Organizational commitment has an important place in the study of organizational
behavior. Organizational commitment is defined as potential of connection among
employees and the organization (Upchurch, Dipietro, Curtis, & Hahm, 2010).

In recent years, there has been a great deal of interest in employee engagement
as many studies have shown that that employee engagement could lead to
organizational success and financial performance (Richman, A, 2006; Bates, S, 2004;
Baumruk, R, 2004).Employees who are most committed perform 20% better and are
87% less likely to leave the organization will bring in higher levels of customer
satisfaction, productivity and profits as outcomes of employee engagement (Luthans, F,
Peterson, SJ, 2002; Corporate Leadership Council, 2006). Engagement is a positive,
fulfilling, work-related state of mind that is characterized by vigor, dedication, and
absorption. Rather than a momentary and specific state, engagement refers to a more
persistent and pervasive affective-cognitive state that is not focused on any particular
object, event, individual, or behavior (Nelson, D, 2008).
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 organizational success
and profit (Richman, 2006; Baumruk, 2004). The thought of member of employee
proposal is really a way of measuring regarding how delighted employee tend to be
using particular tasks, doing the job natural environment along with how effective their
particular functionality quantities tend to be. According to Bhatla (2011), focused on the
need for such employees and how their presence can improve the progress and work
efficiency of the organization as a whole. Also focused on the challenges faced by the
HR managers to improve employee engagement for an organizations survival. Purcell
(2003) highlighted that employee engagement is only meaningful if there is a more
genuine sharing of responsibility between management and employees over issues of
substance.

Intention to leave is defined as an employees plan for intention to leave the

current job and look onwards to find another job in the near future (Purani&Sahadev,
2007; Weisbeg, 1994). According to Allen, Shore, & Griffeth, 2003; Mobley, Griffeth,
Hand, & Meglino, 1979, particularly intention to leave captures employees evaluation
and perceptions of job alternatives. The particular stimuli associated with objective to
leave your firm could be characterized as person, organizational, and also additional
factors. An individuals intention to leave their organisation has been included in
numerous attitudinal models (Villanueva & Djurkovic, 2009). In a study conducted by
Werbel and Bedeian (1989), the influence of age on employees intention to quit has
been investigated. The reason for investigating age as an influence of employees
intention to quit was the fact that employee needs are likely to vary by age. According
to Wandera (2011), the world of work today is changing and many organizations prefer
employing people on short-term contracts rather than permanent appointment.

1.1 PROBLEM STATEMENT

The tourism industry is recognized as one of the major industries in providing
foreign exchange earnings and giving employment to the people. The latest figure
provided by the Tourism Malaysia website indicates that the number of tourist arrivals
to the country is increasing yearly as well as the total tourist receipts (Tourism
Malaysia, 2010). For example, for the year 2009, tourism contributed 20.6 million
tourist arrivals, an increase of 7% compared to the previous year. The latest tourist
receipts registered for 2009 was over RM53 billion, an increase of 8% compared to the
same period in 2008. This significant economic contribution of the industry to the
country has resulted in the government to recognize the fully important of the industry
and to make Malaysia one of the largest tourism marketplaces in the region (Nair and
Whitelaw, 2008) In order to cater to increasing employment opportunities and the
demand for well competent workforce, the number of tourism and hospitality education
program offered by higher learning institutions in Malaysia has decreased rapidly.
Over the last 30 years, the training and education for tourism and hospitality is
carried out by public and private agencies (Goldsmith and Zahari, 1994). It is indicated
that the need for training in tourism and hospitality in upgrading the competencies level
of workforce to serve the industry is very important. In Malaysia, presently, tourism and
hospitality education program is offered by a number of public and private universities,
colleges and polytechnics. The certification in the form of degrees and diploma are
awarded for the students who have successfully completed the program over certain
duration of time. Since the first hospitality and tourism training program being
introduced by National Productivity Corporation (NPC) in the early 70s (Goldsmith and
Zahari 1994) and subsequently pioneered by MARA Institute of Technology or UiTM
(School of Hotel and Tourism Management) which was established in 1967, hospitality
and tourism education in Malaysia has undergone through so many changes.

Therefore, this article provides some of the issues that are related to the current
perspectives of tourism and hospitality education in Malaysia which have merit of
4

research undertakings. This research also briefly addresses some of the previous studies
that are related to tourism and hospitality education. This article is part of the ongoing
doctorate study which focuses on tourism and hospitality education in Malaysia. To
date, there is lacking of extensive study being conducted directly about the current state
of hospitality and tourism education in Malaysia.
Based on the literature search, there were two relevant articles that describe the
issues of hospitality and tourism education in Malaysia. First, a study by Nair and
Whitelaw (2008) which explained some of the factors that have influenced the tourism
and hospitality students in selecting tourism and hospitality program of various
institutions in the country. Second, a study by Goldsmith and Zahari (1994) which
briefly described the hospitality training and education aspects by emphasizing the
significant aspect of training and education to the students and to the country in
upgrading the skills and competencies of the workforce for the industry. Therefore this
study recognizes this existing gap and contributes to the lack of studies in this area.
The reason why of conducting organizational commitment survey is to find out
the factors that drive employees to do their best. It is vital in order to determine sync
between precisely what top management gives and what employees hope. It is because,
nowadays, managers usually are keener in learning what actually could engage or
disengage personnel. The organizations persist in conducting organizational
commitment surveys every so often so that they are able to design or redesign the
previous policies and apply key changes as a way to increase the production and
efficiency connected with employees. Besides that, it will support them in retaining the
best talent within the particular organization.

1.2 RESEARCH QUESTION

i.

What is the relationship between organizational commitment and its affect

towards employees engagement?

ii.

What is the relationship between affective commitment and its affect

towards employees engagement?

iii.

What is the relationship between continuance commitment and its affect

towards employees engagement?

iv.

What is the relationship between normative commitment and its affect

towards employees engagement?

v.

What is the relationship between organizational commitment and its affect

towards intention to quit?

vi.

What is the relationship between affective commitment and its affect

towards intention to quit?

vii.

What is the relationship between continuance commitment and its affect

towards intention to quit?

viii.

What is the relationship between normative commitment and its affect

towards intention to quit

1.3 RESEARCH OBJECTIVE

This study mainly seeks to achieve the following objective among employees and
organization.

i.

To determine the relationship between organizational commitment and its

affect towards employee engagement.

ii.

To determine the relationship between affective commitment and its affect

towards employee engagement

iii.

To determine the relationship between continuance commitment and its

affect towards employee engagement.

iv.

To determine the relationship between normative commitment and its affect

towards employee engagement.

v.

To determine the relationship between organizational commitment and its

affect towards intention to quit.

vi.

To determine the relationship between affective commitment and its affect

towards intention to quit.

vii.

To determine the relationship between continuance commitment and its

affect towards intention to quit.

viii.

To determine the relationship between normative commitment and its affect

towards intention to quit

1.4 SIGNIFICANCE OF STUDY

This study provides a great value to many employers to set new strategies in
their companies to apply high commitment level in their employees. The main person in
maintain a better management is the managers. Employee should have a clear idea on
their employees role in an organization.

Thus, from this study employee would be able to tackle the issues that arise in
their employees and investigate how workers have committed to their work. In
accordance to that they would understand the dimensions of commitment that create
intentions to leave among employees and develop a healthy organization to overcome it.
It also provides information and serves as guidelines to policy maker of an organization
in planning training programs to overcome employee engagement and intention to quit.
The study could help theoretically by providing valuable information for human
resource development and management professionals to understand the relationship
between organizational commitment and employee engagement with intention to quit
among employees. In addition, this research helps individual to improve more on the
theory and also help them to support the future research to design new ideas and
provide better understanding in future.

1.5 KEY TERMS

For the purposes of this study, the following words and phrases are defined as
follows:
Organizational Commitment: Organizational commitment may be viewed as an
organizational member's psychological attachment to the organization. Organizational
commitment plays a very large role in determining whether a member will stay with the

organization and zealously work towards organizational goals. Sheldon (1971) defines
commitments as being a positive evaluation of the organization and the organizations
goals.
Affective commitment: Employees positive feelings of identification and their
participation in an organization (Meyer and Allen,1984).
Continuance commitment: Employees willingness to be committed to their
organization based on their view on the cost of leaving the organization. (Buitendach
and Witte,2005).
Normative commitment: Normative commitment is the feeling of obligation to remain
with the organization (Ayeni et al,2007).
Employee engagement: Engagement is more than simple job satisfaction. It can best be
described as a harnessing of ones self to his or her roles at work. Rather than a
momentary and specific state, engagement refers to a more persistent and pervasive
affective-cognitive state that is not focused on any particular object, event, individual,
or behavior (Nelson, D, 2008).
Intention to quit: Intention to quit is an individuals decision about membership in an
organization, whether he wants to continue working in the organization or not.
Employees intention to leave can be considered as normal choices made concerning
present organization (Steers & Mowday, 1981).
CHAPTER 2
LITERATURE REVIEW

2.0 INTRODUCTION

The intention of this review should be to present the measurement of

commitment within the literature as well as list the individuals of commitment which
were identified by many authors. This kind of section covers the review on
organizational commitment and affect towards member of employee engagement and
intention to quit. The study identifies three measurements of organizational commitment
and that is affective commitment, continuance commitment and normative commitment.
At the end of this section hypothesis is going to be developed to discover the
relationship between organizational commitment and it is affect towards employee
engagement and intention to quit.

2.1 ORGANIZATIONAL COMMITMENT

Buchanan (1974), characterizes organizational commitment as the full of feeling
connection to the objectives and estimations of an association and to one's employment
part that is relating to organizational objectives and value. Porter (1974), conceptualized
organizational commitment (OC) as "quality of an individual's recognizable proof with
and association in an association" (Mowday, 1998; Mayer and Schoorman, 1992; Steer,
1977). Organizational commitment is appeared through consistency in the middle of
individual and hierarchical objectives and values (Buchanan, 1974) or through a trade
of conduct for esteemed prizes (Becker, 1960; Meyer and Allen, 1984). A well-accepted
definition regarding organizational commitment will be the extent to which an
employee identifies with the firm and its particular goals (Mowday, Steers, and Porter
1979).
Morris & Sherman (1981), indicated that organizational commitment is
accomplished to effectively expect the employee's performance and turnover.
Organizational commitment is a sentiment devotion to one's utilizing association,
willing to buckle down for the business, and the goal to stay with that association
(Meyer and Allen, 1988). Allen & Meyer (1990), described organizational commitment
as "psychological declare that binds the individual towards the organization".
Hierarchical responsibility is viewed as a mental contract interfacing the individuals

10

recognizable proof and attribution with the association and performing his obligation
(Wallace, 1995). Luthans (1995) and Mowday, Steers and Porter (1979), depicted
organizational commitment as trusting and receiving the destinations and estimations of
the association, working more than required keeping in mind the end goal to understand
the targets of the association and needing to keep working in that association and to be a
part. Organizational commitment is that an individual focus on the targets and
estimations of the association on a one-sided and compelling premise (Balay, 2000).
Allen and Meyer (2000), organizational commitment can be characterized as a
mental status which characterizes the relationship between a worker and the association
and diminishes the likelihood of leaving the association by him/her (Rego, 2008).
Muthuveloo and Che Rose (2005) characterized organizational commitment as
representatives'

acknowledgment,

inclusion

and

commitment

(AID)

towards

accomplishing the association's objectives. Organizational commitment has been

thought as "a force that binds an individual to a course of action that is of relevance to
one or more targets" (Meyer and Herscovitch, 2001). Organizational commitment is
usually a flexible concept which is diverse viewpoints outlined (Mathews & Shepherd,
2002). Organizational commitment demonstrates the potency of the bond which usually
employees feel towards their organizations (Dogan & Kilic, 2008), and in addition
viewed as essential to hold the school organization undamaged (Nartgun & Menep,
2010). Mihali (2008) states that organizational commitment is an imperative variable
in considering behavioral examples of representatives and their proficiency.

2.1.1

Affective Commitment
Affective commitment is the sort of commitment that lead workers to be closer

to organization psychologically and feel all of them happy because of being a part of
organization (Wiener, 1982). A substantial perception in along with acceptance of the
organizational goals and also values, an enthusiasm to exert extensive work on the part
of the organization and a powerful wish to sustain membership in the firm (Mowday,

11

Porter, and Steers, 1990). Allen and Meyer (1990, 1991 and 1997), affective
commitment implies that the people recognize themselves with the association, are
cheerful to be an individual from it and are emphatically dedicated to it. Affective
commitment is characterized as a representative's passionate connection to recognizable
proof and association in the association and its objectives (Allen and Meyer, 1990;
Dunham, 1994). Affective commitment can be characterized as a factional connection to
the objectives and estimations of an association, to one's part in connection to those
objectives and values, and to the association for its own particular purpose, aside from
its simply instrumental worth (Meyer and Allen, 1990). Meyer (1991), affective
commitment refers to the emotional relationship between organization member and
organization, and it also represents the involvement of member in organizational
activities. Affective commitment defines as employee psychological connection to,
recognition with, and participation within the organization and its particular objectives
(Meyer and Allen ,1991, Dunham, Gruba, and Castaneda, 1994).

Affective

commitment fits to an employees personalized (Meyer & Allen, 1997). Affective

commitment demonstrates the degree a man is united with the association (Falkenburg
and Schyns, 2010).

2.1.2

Continuance Commitment
Continuance commitment happens when there is a benefit connected with

proceeded with investment and an expense connected with leaving (Meyer and Allen,
1990). Continuance commitment is characterized as ability to stay in an association as a
result of individual interest as nontransferable speculations, for example, close working
associations with collaborators, retirement ventures and vocation ventures, procured

12

work aptitudes which are remarkable to a specific association, years of livelihood in a

specific association, inclusion in the group and different advantages that make it too
excessive for one to leave and look for job somewhere else (Allen and Meyer, 1990;
Dunham, 1994). Allen and Meyer (1990, 1991 and 1997), continuance commitment
implies that the laborers can't take the danger to stop their occupations as they
understand the expense of surrendering the open doors, for example, wage, annuity
rights and benefit sharing. Meyer (1991), continuance commitment represents the
awareness of organization member to leave from the organization when the organization
is lost. The outcome of an individuals decision to remain with an organization because
of the personal time and resources already devoted to the company and because of the
financial costs of changing jobs (Commeiras and Fournier, 2001). Continuance
commitment is usually workers continue to organization membership and commitment
due to personnel anticipations and profits (Chen & Francesco, 2003). Continuance
commitment creates as workers comprehend that their gathered speculations or sidewagers will be gone on the off chance that they choose to leave the utilizing association
or they accept equivalent livelihood choices that are accessible in the occupation
business sector is lacking (Kaur and Sandhu, 2010). Continuance commitment depicts
necessities of the person to keep working for the association in light of saw costs
identified with turnover (Falkenburg and Schyns, 2010).

2.1.3

Normative Commitment
Totality involving internalized normative pressures to do something in the best

way which fulfills organizational goals and interests (Wiener, 1982). Normative
commitment disguised weight or sentiment commitment to proceed with job because of
the work society and other socially acknowledged standards (Meyer and Allen, 1990).
Allen and Meyer (1990, 1991 and 1997), normative commitment implies that the

13

laborers feel focused on the association and trust they ought not stop their employments
on account of the hard working attitude. Normative commitment is actuated by a
sentiment commitment to stay in an association (Allen and Meyer, 1990; Dunham,
1994). Normative determination is actually bought on with a sensation involving of
responsibility to stay with the organization (Meyer and Allen ,1991, Dunham, Gruba,
and Castaneda, 1994). Meyer (1991), normative commitment describes a feeling of
sustainable bonding in the organization. The estimation of normative commitment is
identified with employees awareness of other's expectations to proceed with the
association because of employees different pre-section and socialization encounters
(Meyer and Allen, 1991; Khan, 2013). Normative commitment would be choosing to
remain on the organizations due to previous relations (nler, 2006). Normative
commitment portrays the degree that a worker trusts he/she must be focused on the
association and may be influenced by social standards (Falkenburg and Schyns, 2010).

2.2 EMPLOYEE ENGAGEMENT

Csikszentmihalyi (1982) communicated employee engagement as a stream idea,
where in stream is a comprehensive sensation which representatives experience when
they are completely included employee engagement like a stream idea, wherein stream
is often a

thorough sensation of which representatives experience any time these are

generally absolutely included in its work in their work. Kahn (1990) in employee
14

engagement individuals shown and in addition involved emotionally, cognitively and

also in physical form. Engagement is defined as a positive, fulfilling, work-related state
of mind that is characterized by energy, dedication, and assimilation (Schaufeli, 2001).
The researcher characterize engagement as "an excited experience associated with
contribution inside directly satisfying exercises improve an employee part's feeling of
expert viability" (Leiter and Maslach, 1998) and get the item to be able to become
included vitality, association as well as adequacy (Maslach, Schaufeli, and Leiter,
2001). Employee engagement functions earned important awareness among HR
professionals because many authorities state employee engagement incorporates a
constructive connection together with customer happiness, result, profit, employees'
maintenance (Coffman and Gonzalez-Molina, 2002; Buckingham and Coffman, 1999).
Engagement is defined as a positive, fulfilling, work-related state of mind that is
characterized by energy, dedication, and assimilation (Schaufeli, 2001). Harter,
Schmidt, and Hayes (2002) characterize worker engagement in the same way the
singular's contribution as well as fulfilment within and as well eagerness regarding
work". Engagement may be characterized additional when a representative was in
constructive feelings toward their work, observe the function to be by along with
significant, consider their workload to be reasonable, and have trust around the eventual
fate of their work (Nelson and Simmons 2003). Engagement incorporates current
dynamic utilization of feelings not withstanding current straightforward utilization
regarding discernment although finishing work undertakings (May, Gilson, and Harter,
2004).
Researcher characterized engagement as the "unconstrained inclusion in the role
and an "obvious speculation of consideration and solid exertion" (Wildermuth and
Pauken, 2008). Macey (2009) contend that associations will probably pick up a good
competitive advantage during employee engagement. Kenexa (2012) likewise
characterizes that representative engagement is about the degree to be able to that
workers tend to be spurred in order to fill in for you to hierarchical achievement, what
exactly is more, usually are willing to apply optional push in order to fulfilling errands
imperative for the accomplishment connected with hierarchical objectives. In
15

accordance with this, Forbes (2012) meaning of employee engagement is in regards to

the passionate duty ones employee has on the association along with its objectives.

2.3 INTENTION TO QUIT

Intentions are, according to researchers such as Ajzen and Fishbein (1980) and
Igbaria and Greenhaus (1992), the most immediate determinants of actual behavior. An
individuals intention to leave its organizations has been included in many stress models
(Ivancevich, Matteson, & Preston, 1982; Kemery, Mossholder, & Bedian, 1987). The
validity of studying intentions in the workplace can also be drawn from Sagers (1991).
16

They are also of practical merit from a research perspective, as once people have
actually implemented the behavior to quit, there is little likelihood of gaining access to
them to understand their prior situation. There are few types of turnover which are
changing from unit to unit, organization to organization and finally the most severe case
is leaving the current career for other career (Krausz, Koslowsky, Shalom, & Elyakim,
1995). Numerous researchers (e.g. Bluedorn, 1982; Kalliath and Beck, 2001; Kramer et
al., 1995; Peters et al., 1981; Saks, 1996) have attempted to answer the question of what
determines peoples intention to quit by investigating possible antecedents of
employees intentions to quit. Particularly intention to leave captures employees
evaluation and perceptions of job alternatives. (Allen, Shore, & Griffeth, 2003; Mobley,
Griffeth, Hand, & Meglino, 1979). Employees intention to leave can be considered as
normal choices made concerning present organization (Steers & Mowday, 1981). The
stimuli of intention to leave the organization can be characterized as individual,
organizational, and external factors. Thus, it is timely to examine the current state of the
ICT professionals whether they are having high or low intention to leave both their
organization and the ICT career itself. Previously, the relationship between career
adaptability and intention to leave was tested and the relationships were positive (Ito &
Brotheridge, 2005). This means that the increasing level of career adaptability will also
increase the level of intention to leave. Although the relationship seems to encourage
intention to leave, the study conducted by Ito and Brotheridge (2005) measured only on
the aspects of intention to leave the organization. This study however extends the
intention to leave aspects to leaving the career. As the key to survive in ICT field (Van
Der Vyver, 2009) career adaptability in this studys perspective are expected to
encourage individual to stay in ICT career.
2.4 DISCUSSION ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL
COMMITMEN

AND

ITS AFFECT TOWARDS

THE

EMPLOYEE

ENGAGEMENT AND INTENTION TO QUIT

2.4.1

The relationship between organizational commitment and its affect towards

the employee engagement

17

Organization commitment has three constructs, affective commitment,

continuance commitment and normative commitment .Mathieu and Zajac (1990)
attested which the organizational commitment concept receives plenty of empirical
studies exactly where both have a great outcome and antecedent. Meyer and Allen,
(1991) specify these three varieties of commitment as pursuing, the affective
commitment means the employee's emotional attachment to, identification with and
involvement within the organization, continuance commitment: the awareness from
the costs associated having leaving the organization and normative responsibility
represents a perceived obligation to be in the organization. Mercado (2000) lends
support towards above by indicating that an organizations general atmosphere along
with specific employee factors usually is keys to understanding organizational
commitment.
Scarlett Surveys (2001) employee engagement is a measurable degree associated
with an employee's positive or negative emotional attachment with their job, colleagues
and organization that profoundly has a bearing on their willingness to learn and perform
reaches work. Job resources however are the physical, psychological and organizational
tasks of a job that assist employees complete tasks effectively and achieve work aims,
as those resources present basic human needs in addition to foster employee growth,
finding out, and development (Houkes, Janssen, Jonge, & Nijhuis, 2001). One of many
ways for employees to settle their organization is usually to increase commitment
towards the organization The best way for employees to repay their organization is
usually to increase commitment towards organization (Cropanzano & Mitchell, 2005).
Muthuveloo and Che Rose (2005) assert that you will need to recognize an
employees work perceptions because this is a direct motivation for the individual and
could lead to higher organizational commitment. Joshua M. Metzler (2006), it discussed
how employee engagement is recognized as personal commitment because of the
employees towards the success on the organization because they feel responsible to
complete their tasks inside a proper manner. Employees can raise the probability of

18

increased profitability, better companies, customer loyalty, safety and sales by using
discretionary efforts into their work roles (Kruse, 2012).

2.4.2

The relationship between organizational commitment and its affect towards

the intention to quit
The commitment involves employees confidence in and acknowledgment of

authoritative objectives and values, their ability to work towards finishing the
organizations objectives and their powerful urge to proceed as an organizational
member (Porter, Steers, Mowday and Boulian (1974). Employees intention to leave
can be considered as should be expected decisions made concerning present
organization (Steers & Mowday, 1981). Organizational commitment is a multi-faceted
wonder, principally connected with passionate holding of the employee with the
organization, willingness to some extra work for the organization, the degree of target
and esteem congruency with the organization and yearning to take up with the
organization (Strasser & Bateman, 1984). Writing uncovers that these three
measurements of organizational commitment represent a mental state that really reflect
the works relationship with association or some way or another they have the ability to
impact the works choice to hold in the organization (Smith, Allen & Meyer, 1993).

Intention to leave is a very much concentrated on idea and researchers have

clarified it in different ways. Intention to leave is characterized as the level to which a
part thinks about leaving the organization with current group or manager (Kim, Price,
Muller, & Watson, 1996). The idea may be confined to incorporate employees'
attachment to the organization as a result of compliance caused by reward and
discipline, alliance with the referent organization and disguise of the organization
objectives and values as one's own (Roberts, Coulson and Chonko, 1999). Commitment
19

reflects as employees' intention to stay or leave the organization, however it might be

directed with components like open doors accessible outside and regulating weight to
remain focused employment. Profession opportunities, work-life arrangements and
work qualities are observed to be the critical determinants of organizational
commitment (Ramay & Bashir, 2008). Preceding researches confined organizational
commitment on individuals affective attachment to the organization, yet, it has various
features that impact organizational results (Eslami 2012).

2.5 Hypothesis Development

This study has developed the following two hypothesis to examine the effect
regarding independent variables and dependent variables. Following would be the
developed hypothesis just for this study.
Hypothesis 1
20

Allen and Meyers (1990) instrument was utilized with their consent to gauge the three
measurements of organizational commitment in particular, affective commitment,
continuance commitment, and normative commitment. The three segment commitment
scale was seen as the overall conceptualization of organizational commitment
(Bergman, 2006). There is positive relationship between organizational commitment
and employees engagement. In the event that employee engagement builds then
organizational commitment likewise increments which accomplish the organizational
goals. There is a positive relationship between employee engagement and organizational
commitment (Agyemang & Ofei, 2013).
H1: Organizational commitment has a significant affect on employee engagement
H1 (a): Affective commitment will be significant related to employee engagement
H1 (b): Continuance commitment will be significant related to employee engagement
H1(c): Normative commitment will be significant related to employee engagement

Hypothesis 2
Researchers have conceptualized that low level of organizational commitment will
prompt results such as, ability to hunt down another employment, aim to leave and
turnover. The research results have demonstrated that organizational commitment is
negatively related to intention to quit (Bluedorn 1982, DeCotiis and Summers 1987,
Hom 1979, Ingram and Lee 1990 and Sager 1990). In fact, their study also supports
21

Lambart, Hogan and Bartons (2001) findings which stated that the intention to quit is
antecedents of employee turnover. DeConnick and Bachmanns (2004) findings proved
that the commitment is a strong predictor of intention to quit.
H1: Organizational commitment has a significant affect on intention to quit
H1 (a): Affective commitment will be significant related to intention to quit
H1 (b): Continuance commitment will be significant related to intention to quit
H1(c): Normative commitment will be significant related to intention to quit

2.6 RESEARCH FRAMEWORK

ORGANIZATIONAL
COMMITMENT:
Affective
Continuance
Normative

EMPLOYEE
ENGAGEMENT
22

H1

Kahn (
Kahn (1990)
H2

INTENTION TO QUIT

Allen and Meyer (1990)

Ajzen and Fishbein (1980)

2.7 SUMMARY
The findings of the present study point out the need for organizations to provide
employees with the necessary resources that leads to affective psychological workrelated state of mind likely to inspire employees to actively express and invest
themselves emotionally, cognitively, and physically in their role performance needed to
perform their work since it has consequential effects on the employee engagement and
organizational commitment. We can conclude that the importance of employee
23

engagement in the organizational setting is undeniable. Prudent practices of engaging

employees should be implemented in the organizations in order to enhance their
commitment to the organization. Employees are the assets of any organization and
organizations should adopt impeccable measures to engage their key performers to build
a committed work force. These studies examine the effect regarding independent
variables and dependent variables. Effective managers are those who pay attention to
employee commitment because it is directly related to organizational effectiveness.

CHAPTER 3
METHODOLOGY

3.0 INTRODUCTION

24

This particular chapter will discover and analyze the right way to collect data in
organizational commitment together with employee engagement and intention to quit in
travel and tourism sector. This chapter represents the method used to validate the
research hypothesis. The chapter covers this exploration design, nature and source of
data, population as well as sample, sampling procedure, data collection instruments,
questionnaires design, description of variables as well as data analysis.
3.1 RESEARCH DESIGN
This study prepares to focus on the relationship between organizational
commitment with employee engagement and intention to quit.
In view of the three designs which are exploratory, descriptive and hypothesis
testing, the study outline that best mirrors this examination is the portrayal research
design. Descriptive study is attempted with a specific end goal to find out and have the
capacity to portray the qualities of the variables of enthusiasm for a circumstance. Case
in point, an investigation of a class regarding the rate of individuals who are in senior
and junior years, sex creation, age, groupings, number of semesters left until graduation
and number of business courses taken can be viewed as spellbinding in nature.
Frequently, descriptive studies are attempted in association to find out about and portray
the normal for gathering workers. It is done to ponder the circumstances and end results
of one variable on another variable. This examination outline will test the speculation
uniting the relationship between two variables.
The reason researchers have picked descriptive design in light of the fact that
researchers mean to research the relationship between organizational commitment with
employee engagement and intention to quit.
3.2 NATURE AND RESOURCE DATA
The data for this study comes from both primary and secondary resources.
25

3.2.1 Primary Data

This study utilizes essential information which were gotten with the guide of an
questionnaires from past research. Surveys are arranged into two which are closed and
open ended. The questionnaies that has decided for this contextual analysis is close
ended since it is anything but difficult to think about reactions crosswise over
representatives and the answer is anything but difficult to break down. Researchers
embrace the survey from researchers led beforehand. As indicated by Uma Sekaran
(2000), essential information will be data that initially gotten by the researcher on the
variables of enthusiasm for that particular motivation at the rear of study.
3.2.2 Secondary Data
Secondary data involves any information from published resources which has not been
specifically collected for the current research problems. Secondary data is categorized
into two groups which are internal and external data source. Internal sources are journal,
articles and books while external sources are organization websites and brochures. For
the purpose of this study, researcher uses journals as secondary data to support the
literature reviews.

3.3 DATA COLLECTION AND TECHNIQUES

All information will likely be tried by using Statistical Package with regard to
Social Science (SPSS) version 22 for descriptive analysis and inferential analysis will
likely be led. The descriptive analysis was utilized to break down the demographic
components, where else inferential examination was utilized to analyze the regression
and correlation between independent and dependent variable. In this examination the
26

information will be gathered utilizing an organized survey which will be disseminated

to 384 workers in the travel and tourism area to recognize representative organizational
commitment, employee engagement and intention to quit towards the association. Time
that has been apportioned to appropriate and gather the structure two days, this will
make the questionnaires circulation and gathered by hand. Surveys on authoritative
responsibility was embraced from the analysts Allen and Meyer (1991), questionnaires
on worker engagement was received from the researcher Saks (2006) and in conclusion
surveys on expectation to leave was received from the researcher Maertz and Campion
(2004).
The poll will be conveyed to 384 respondents in travel and tourism segment.
The structure of the survey comprises of 43 inquiries. The study contains three areas:
the first segment, segment A, contains of demographics information, segment B contain
of affective commitment , segment C contains of continuance commitment, segment D
contains of normative commitment , segment E contains of employee engagement
information lastly segment F contains of intention to leave information.
Two scales will be utilized as a part of this exploration. For area An ostensible
scale will be utilized. For segment B, C, D, E and F 6-point Likert Scale, an interim
scale, which requires the respondents to demonstrate their levels of placing so as to
understand and contradiction a tick at the suitable number in the comparing boxes. The
6-point Likert scale utilized was as per the following: 1=Strongly Disagree, 2=Disagree,
3=Somewhat Disagree, 4=Somewhat Agree, 5= Agree and 6=Strongly Agree.
3.4 POPULATION AND SAMPLING
The focused on populace for this research will be from the travel and tourism area. This
respondent will have looking at the individual workers who will be comprise of almost
all level with respect. As the respondents who are included in this study, is somebody
that effectively opens then it is think about as an advantageous inspecting.

27

3.4.1 Sample Size

Table 3.4.1: Sample Size

The sample size for this study would be 384 employees from the sample choose.
The total questionnaire that will be distributed is 384 which this questionnaire will

28

distribute to 384 employees from the travel and tourism sector in Wilayah Persekutuan
area.

Population size

Confidence level = 95%

Confidence level = 99%

Margin of error

Margin of error

5%

100 80

2.5%

1%

94

5%

2.5%

1%

99 87

96

99

500 217

377

475 285

421

485

1000 278

606

906 399

727

943

10000 370

1.332

4.899 622

2.098

6.239

100000 383

1.513

8.762 659

2.585

14.227

500000 384

1.532

9.423 663

2.640

16.055

1000000 384

1.534

9.512 663

2.647

16.317

3.5 MEASUREMENT
In order to measure the variables, you'll find four fundamental estimation scales
which might be nominal, ordinal, interval and also ratio. The independent variable with
this study is dimensions of organizational commitment are affective commitment,
continuance commitment and normative commitment. The dependent variables that
29

researcher want to test consists of employee engagement and intention to leave. The
scale used to gauge these variables is interval. Your interval information gathered works
extremely well to ascertain mean, standard deviation, partnership coefficient,
regression, research of variance, and factor of research and whole choice of advanced
multivariate and also modeling techniques. Analyst utilized this scale in light of the fact
that the polls to be utilized measures on a rating scale from unequivocally differ to
firmly concur. The poll comprises of 6 section which is firstly is demographic,
measurements of organizational commitment, employee engagement and intention to
quit
.
3.6 METHODS OF ANALYSIS
After the data gathered from the surveys, the information gathered will be broke
down with the Statistical Package for Social Sciences (SPSS) Version 22. All
information was initially examined and treated for blunders and missing qualities. The
information was outwardly examined for blunders in information passage and corrected
in like manner.

3.6.1 Descriptive Analysis

The analysis of data will be begin with the descriptive statistics analysis where
the frequency table is generated to provide frequency details and percentages of
demographic characteristics of the respondents. From these details, some general
observations about the data collected and the respondents may be observed. Some of the
30

output from this analysis includes frequency tables, percentages, statistics details like
percentages, mean, median and standard deviations.
3.6.2 Reliability Analysis
As well as the reliability test to the scales through Cronbachs Alpha. The
Cronbachs Alpha testing was used as it's the most well recognized reliability test tools
applied by societal researcher (Sekaran, 2005). In Cronbachs Alpha reliability analysis,
the closer Cronbachs Alpha to 1.0, the higher the internal consistency reliability.
(Cronbachs Alpha; Cronbach, 1946). Cronbachs measures;
1. Reliability less than 0.6 considered poor.
2. Reliability in the range 0.7 is considered to be acceptable.
3. Reliability more than 0.8 are considered to be good

3.6.3 Correlation Analysis

Thirdly, Pearson Correlation Coefficient analyses were carried out. The
correlation analysis was used to describe the strength and direction of the linear
relationship between two variables. While the scale model suggested by Davies (1971)

31

used to describe the relationship between the independent variables and the dependent
variable, are as shown below:
1. 0.7 and above very strong relationship,
2. 0.50 to 0.69 strong relationship,
3. 0.30 to 0.49 moderate relationship,
4. 0.10 to 0.29 low relationships and
5. 0.01 to 0.09 very low relationship.
3.6.4 Multiple Regressions
Lastly, Multiple Regressions Analysis was conducted. Multiple regression
analysis is performed to determine the predict power or strength between the dependent
variable and the independent variables (Hair et al, 2006). The result of multiple
regressions is an equation which will represent the best prediction of how the dependent
variable is influenced by several independent variables as well as to determine strength
of the influence.
3.7 SUMMARY
This chapter discussed the research method proposed for this study by
presenting the theoretical framework and research hypothesis. Aside to that, it also
includes the discussion of sampling design, data collection, questionnaire, measurement
and data analysis.

CHAPTER 4
DATA ANALYSIS

32

4.0 INTRODUCTION
This chapter will present the result findings of the survey carried out among the
employee of travel and tourism sector in Malaysia. The main purpose of this study is to
study the relationship between the independent variables namely affective commitment,
normative commitment and continuance commitment with the dependent variables
namely employee engagement and intention to quit. This kind of study intends to
achieve the examination targets furthermore answers the research questions diagram
throughout chapter one. In addition, this study intends to verify the speculations made
in chapter two.
Descriptive analysis was executed to describe the profile of respondents. Other
than that, the statistical way of Pearson Correlation is used to find out the existence
regarding any relationships between the independent variable and also dependent
variable. Likewise, Regression Analysis is completed to consider which among the
three levels of independent variable could be the most vital to be able to clarify
employee engagement and intention to quit. Lastly, the results in the multiple regression
analysis is going to be show using employee engagement and intention to quit as the
dependent variable (DV) along with the three factors affecting the employee
engagement and intention to quit, affective commitment, normative commitment and
continuance commitment, all as the independent variables (IV). A result of the study
will likely be discussed in compliance towards research objective and the hypothesis of
the study.

4.1 OVERVIEW OF COLLECTED DATA

An aggregate of 384 arrangements of questionnaires were appropriated to
respondents. The focused on populace for this examination will be from the travel and
tourism division. The respondent will have in view of the individual representatives
33

who are comprised of all level with respect. These respondents were essentially from
travel and tourism segment, for example, all levels of representatives who working in
hospitality services and transportation administrations and there are no any constrained
to appropriate the surveys on the grounds that every one of the representatives ought to
think about the organizational commitment , employee engagement and intention to
quit. Each of the 384 arrangement of questionnaires was come back to researcher.
Researcher found that all inquiries were replied by the respondents. This implies there
were no un-useable poll nor any surveys were being disposed of. Table 4.1 demonstrates
the general after effect of reaction rate for this examination study.
Table 4.1: Research Responses Rate
Total

Percentage (%)

Questionnaires distributed

384

100

Collected questionnaires

384

100

Usable questionnaires

Discarded questionnaires

Uncollected questionnaires

4.2 DEMOGRAPHIC CHARACTERISTIC OF RESPONDENT

Descriptive analysis surveys all respondents it helps the researcher to get some
answers concerning the illustration masses that been pick. This implies the demographic
of the example will be unmistakably known. Other than that graphic examination gives
34

basic rundowns about the example and the perception that had been made. In this study,
the demographic will consist of gender, age, race, length of service, working role, and
education level.
4.2.1 DESCRIPTIVE STATISTICS ANALYSIS FOR GENDER

The table below shows the gender of the respondents that is chosen to answer
the questionnaire. The respondents consist of 59.9 % males with the frequency of 230,
and for the female are 40.1 % with the frequency of 154. The pie chart below will show
the size between male and female respondents.
Table 4.2.1: Gender

Gender
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

male

230

59.9

59.9

59.9

female

154

40.1

40.1

100.0

Total

384

100.0

100.0

Figure 4.2.1: Gender

35

Gender

Female; 40%
Male; 60%

4.2.2 DESCRIPTIVE STATISTICS ANALYSIS FOR AGE

Table below shows the age of the respondents. From the table, age of

respondents ranged from 15-34 years old are 37% with the frequency of 142. Followed
by the respondents age ranged from 35-50 years, which are 43% with the frequency of
165.And for the last group age is 51- 69 are 20.1% with the frequency of 77.
Table 4.2.2: Age
Age
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

15-34

142

37.0

37.0

37.0

35-50

165

43.0

43.0

79.9

51-69

77

20.1

20.1

100.0

Total

384

100.0

100.0

Figure 4.2.2: Age

36

Age

20%
15 -34 years

35 -50 years37%

51-69 years

43%

4.2.3 DESCRIPTIVE STATISTICS ANALYSIS FOR RACE

Table below shows the race of the respondents. The respondents consist of 35.7 %

Malay with the frequency of 137, 45.3 % Chinese with the frequency 174, 14.6 %
Indian with the frequency 56 and for the others are 4.4 % with the frequency of 17. The
pie chart below will show the size of Malay, Chinese, Indian and other race respondents.
Table 4.2.3: Race
Race
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

Malay

137

35.7

35.7

35.7

Chinese

174

45.3

45.3

81.0

Indian

56

14.6

14.6

95.6

Others

17

4.4

4.4

100.0

384

100.0

100.0

Total

Figure 4.2.3: Race

37

Race

4%
15%
Malay

36%
Indian

Chinese

Others

45%

4.2.4 DESCRIPTIVE STATISTICS ANALYSIS FOR LENGTH OF SERVICE

Table below shows the length of service of the respondents. The respondents

consist of 4.9 % of 1- 3 years service with the frequency of 19, 34.9 % of 4 -7 years
service with the frequency 134 ,55.2 % of 8 -11 years service with the frequency 212
and for more than 15 years service are 4.9 % with the frequency of 19. The pie chart
below will show the length of service of the respondents.
Table 4.2.4: Length Of Service
LengthOfService
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

1-3 years

19

4.9

4.9

4.9

4-7 years

134

34.9

34.9

39.8

8-11 years

212

55.2

55.2

95.1

19

4.9

4.9

100.0

384

100.0

100.0

more than 15 years

Total

38

Figure 4.2.4: Length of Service

Length Of Service

5% 5%
1-3 years

4-7 years

8-11 years
35%

More than 15 years

55%

4.2.5 DESCRIPTIVE STATISTICS ANALYSIS FOR WORK ROLE

Table below shows the work role of the respondents. The respondents consist of

30.2 % of support role with the frequency of 116, 50.5 % of operational role with the
frequency 194 ,9.9 % of customer contact role with the frequency 38 and for other work
role are 9.4 % with the frequency of 36. The pie chart below will show the work role of
the respondents.
Table 4.2.5: Work Role
ImCurrentlyWorkingInA
Cumulative
Frequency
Valid

Percent

Valid Percent

Percent

Support Role

116

30.2

30.2

30.2

Operational Role

194

50.5

50.5

80.7

38

9.9

9.9

90.6

Customer Contact Role

39

Others
Total

36

9.4

9.4

384

100.0

100.0

100.0

Figure 4.2.5: Work Role

Work Role
Support Role

Operational Role

Customer Contact Role

Others

9%
10%

30%

51%

4.2.6 DESCRIPTIVE STATISTICS ANALYSIS FOR EDUCATION LEVEL

The highest education levels of 49.7 % with the frequency of 191 respondents are
SPM level. There are 10.2 % with the frequency of 39 of respondents having STPM /
Diploma in certain area. The percentage of respondents having Degree is 35.2 % which
means 135 respondents. Other than that, there are 4.9% with the frequency of 19 of
respondents having master. There is zero percentage of respondents having Ph.D.
Table 4.2.6: Education Level

Cumulative
Frequency
Valid

SPM
STPM / Diploma
Degree

Percent

Valid Percent

Percent

191

49.7

49.7

49.7

39

10.2

10.2

59.9

135

35.2

35.2

95.1

40

Master
Total

19

4.9

4.9

384

100.0

100.0

100.0

Figure 4.2.6: Education Level

Education Level
SPM

STPM / Diploma

Degree

Master

5%
35%

50%

10%

4.3 RELIABILITY ANALYSIS

According to Sekaran (2003), the closer the reliability coefficient gets to 1.0, the
better it is, and those values more than 0.80 are considered as very good. Those value in
the 0.70 is considered as good and those reliability value less than 0.60 is considered to
be poor (Sekaran, 2003). According to George & Mallery (2003), reliability is the
degree to which measure are free from error and therefore yield consistent results.
Table 4.3.1: Reliability Analysis
Variables
Affective Commitment
Continuance Commitment
Normative Commitment

No. of item
8
8
8

41

Cronbachs Alpha
0.679
0.727
0.756

Employee Engagement
11
0.834
Intention To Quit
8
0.735
Organization Commitment
24
0.894
As shown in table 4.3, alpha value for both independent variables and dependent
variable are above 0.8 which said to be as a good.

Firstly, independent variable which is affective commitment the value of

0.679. This variables

is

value is more than 0.6. And no question was deleted due to

increase of Cronbachs Alpha values. The variable considered to be accepted. Second

independent variable, which is continuance commitment, the value of

0.727.This variables

is

value is more than 0.6. And no question was deleted due to

increase of Cronbachs Alpha values. The variable considered to be accepted and the
second highest. Last independent variable is normative commitment, the value of
is 0.756. This variables

value is more than 0.6. The variable is considered good

and no question was deleted due to increase of Cronbachs Alpha value.

Dependent variable, which is employee engagement, the value of
variables

is 0. 834.This

value is more than 0.6 and no question was deleted due to increase of

Cronbachs Alpha values. The variable considered to be accepted. Second dependent

variable which is intention to quit, the value of
that, this variables

is 0. 735. The most important is

value is more than 0.6 and no question was deleted due to

increase of Cronbachs Alpha values. The variable considered to be accepted. Overall

Cronbachs Alpha value for organization commitment is 0.894.

42

4.4 MAJOR FINDINGS

The results of Pearson Correlation Analysis and Linear Regression are presented
in the following section.
H1: Organizational commitment has a significant affect on employee
engagement
The relationship between organizational commitment is tested against employee
engagement. The results indicate that there is a significant relationship between the two
variables (r=0.926**, n=384, p<0.01). The relationship between the variables is
significant with the very strong correlation. Hypothesis 1 is accepted.
H1(a): Affective commitment will be positively related to employee
engagement.
The relationship between affective commitment is investigated against employee
engagement. The results show that there is a positive relationship between the two
variables (r=0.750**, n=384, p<0.01). The relationship is very strong relationship.
Hence, hypothesis 1(a) is accepted.
H1(b): Continuance commitment will be positively related to employee
engagement.
The relationship between continuance commitment is investigated against
employee engagement. The results show that there is a positive relationship between the

43

two variables (r=0.894**, n=384, p<0.01). The relationship is significant with very
strong correlation. Hence, hypothesis 1(b) is accepted.

H1(c): Normative commitment will be positively related to employee

engagement.
The relationship between normative commitment is tested against employee
engagement. The results indicate that there is a positive relationship between the two
variables (r=0.903**, n=384, p<0.01). The relationship between the variables the
correlation is very strong. Therefore, hypothesis 1(c) is accepted.

44

4.4.1 MULTIPLE REGRESSIONS

From the table below, it has shown the sufficient explanation or the variance.
The Multiple Regression Analysis (MRA) was performed to determine the prediction
power between the dependent variable and the multiple independent variables. This is a
way to recognize whether there is significant relationship between independent
variables and dependent variables or not. The model sufficiently explained the variance
or coefficient of determination or the R Squared in the effect of control variables
relations. Three independent variables that are recognized in this research are affective
commitment, continuance commitment and normative commitment. The result is
illustrated in Table 4.5.
Table 4.4.1: Results of Regression Analysis (Relationship between Organizational
commitment and Employee Engagement)
Variables
Affective Commitment
Continuance Commitment
Normative Commitment
F Value
R
R Square
Adjusted R Square
Constant

Dependent variables usage

Sig

(beta standardize)
.136
.421
.445
929.708
.938a
.880
.879
-1.529

0.000
0.000
0.000
0.127

45

Refer to the above Table, the Multiple R shows a significant correlation between
the three independent or predictor variables and the dependent variables which is
employee engagement. The Adjusted R Square is considered a better population
estimate and is useful when comparing the R Square values between models with
different number of independent variables.
The value of Adjusted R Square obtained is 0.879, illustrate that 87.9 %
changes of dependent variable which is the employee engagement can be explained by
the three independent variables which are affective commitment, continuance
commitment and normative commitment. The other 12.1 % are explaining by other
factor.
The results also shown that all the independents variables are significantly
correlated to employee engagement with coefficient alpha <0.0001. The beta (b) value
for affective commitment (b=0.136), continuance commitment (b=0.421), and
normative commitment (b=0.445) explain the significance of the three independent
variables to employee engagement. Among all three variable, normative commitments
(b=0.445) is the strongest variables, followed by continuance commitment (b=0.421)
and affective commitment (b=0.136). The model summary also shows the F change
value of 929.708 is significant at 0.001 levels.

Model Equation:
Y = -1.529x + 0.136(AC) + 0.421(CC) + 0.445(NC) + 3.687

46

4.4.2 PEARSON CORRELATION COEFFICIENT

Sekaran (2003), in examination extend that incorporates a few variables, past
knowing the methods and standard deviations of the subordinate and autonomous
variables, the analyst might frequently want to know how one variable is identified with
another. That is the scientist might want to see the nature, course and essentialness of
the bivariate relationship of the variables utilized as a part of the study that is the
relationship between the two variables among the variables tapped in the study.
A Pearson connection grid will have given this data, which is it will demonstrate
the bearing, quality and importance of the bivariate connections of the considerable
number of variables in the study.
Hypothetically, there could be an immaculate positive relationship between two
variables, which is spoken to by 1.0 (in addition to 1), or a flawless negative connection
which would - 1.0 (less 1). While relationship could run between - 1.0 and +1.0, the
specialist need to know whether any connection found between two variables is
noteworthy or not (i.e.; on the off chance that it has happened exclusively by chance or
if there is a high likelihood of its genuine existence).As for the data, a noteworthiness of
p=0.05 is the for the most part acknowledged ordinary level in sociologies research.
This demonstrates 95 times out of 100, the specialist can make certain that there is a
genuine or critical connection between the two variables, and there is just a 5% chance
that the relationship does not really exist. The correlation matrix between dependent
variable and independent variables are exhibited in Table 4.4.2 below. The finding from
this analysis is then compared against the hypotheses developed in this study.

47

Table 4.4.2: Correlations of the Major Variables

Affective

Continuanc

Normative

Employee

Intentio

Commitme

Commitme

Engageme

nt

Commitme

nt

nt

Quit

Commitment

nt
0.687**

0.728**

0.750**

0.511**

0.885**

Affective

Organization

To al

Commitment
Continuance

0.687**

0.852**

0.894**

0.372**

0.920**

Commitment
Normative

0.728**

0.852**

0.903**

0.379**

0.940**

Commitment
Employee

0.750**

0.894**

0.903**

0.410**

0.926**

Engagement
Intention To 0.511 **

0.372**

0.379**

0.410**

0.462**

Quit
Organization

0.920**

0.940**

0.926**

0.462**

0.885**

al
Commitment
** Correlation is significant at the 0.01 level (2-tailed).

48

H2: Organizational commitment has a significant affect on intention to quit.

The relationship between organizational commitment is tested against intention to quit.
The results indicate that there is a significant relationship between the two variables
(r=0.462**, n=384, p<0.01). The relationship between the variables is significant with
the strong correlation. Hypothesis 2 is accepted.
H2(a): Affective commitment will be significant related to intention to quit.
The relationship between affective commitment is investigated against intention to quit.
The results show that there is a significant and negative relationship between the two
variables (r = - 0.511**, n=384, p<0.01). Hence, hypothesis 2(a) is accepted.
H2(b): Continuance commitment will be significant related to intention to quit.
The relationship between continuance commitment is investigated against intention to
quit. The results show that there is a significant and negative relationship between the
two variables (r= - 0.372**, n=384, p <0.01). Hence, hypothesis 2(b) is accepted.

H2(c): Normative commitment will be significant elated to intention to quit.

The relationship between normative commitment is investigated against intention to
quit. The results show that there is a significant relationship between the two variables
(r = - 0.379**, n=384, p <0.01). Hence, hypothesis 2(c) is accepted.

49

Table 4.4.3: Results of Regression Analysis (Relationship between Organizational

commitment and Intention to Quit)
Variables
Affective Commitment
Continuance Commitment
Normative Commitment
F Value
R
R Square
Adjusted R Square
Constant

Dependent variables usage

Sig

(beta standardize)
0.492
0.590
0.290
44.973
0.512a
0.262
0.256
7.972

0.000
0.494
0.752
0.000

Refer to the above Table, the Multiple R shows a significant correlation between
the three independent or predictor variables and the dependent variables which is
intention to quit (R= 0.512). The R-square value identifies the portion of the variance
accounted for by the independent variable that is approximately 26.2% of the variance
in the intention to quit is accounted for by affective commitment, continuance
commitment and normative commitment. This value indicates that those three factors
explained intention to quit by 26.2%. Its mean that there are also some other factors
which not be considered.
The Adjusted R Square is considered a better population estimate and is useful
when comparing the R Square values between models with different number of
independent variables. The value of Adjusted R Square obtained is 0.256, illustrate that
25.6 % changes of dependent variable which is the employee engagement can be
explained by the three independent variables which are affective commitment,
50

continuance commitment and normative commitment. The other 74.4 % are explaining
by other factor.
The results also shown that all the independents variables are significantly
correlated to employee engagement with coefficient alpha <0.0001. The beta (b) value
for affective commitment (b=0.492), continuance commitment (b=0.590), and
normative commitment (b= - 0.290) explain the significance of the three independent
variables to intention to quit. Among all three variable, continuance commitments (b=
0.590) is the strongest variables, followed by affective commitment (b= 0.492) and
normative commitment (b= - 0.290). The model summary also shows the F change
value of 44.973 is significant at 0.001 levels.

Model Equation:
Y = 7.972x + 0.492(AC) + 0.590(CC) 0.290(NC) + 7.073

51

Sekaran (2003), in examination extend that incorporates a few variables, past

knowing the methods and standard deviations of the subordinate and autonomous
variables, the analyst might frequently want to know how one variable is identified with
another. That is the scientist might want to see the nature, course and essentialness of
the bivariate relationship of the variables utilized as a part of the study that is the
relationship between the two variables among the variables tapped in the study.
A Pearson connection grid will have given this data, which is it will demonstrate
the bearing, quality and importance of the bivariate connections of the considerable
number of variables in the study.
Hypothetically, there could be an immaculate positive relationship between two
variables, which is spoken to by 1.0 (in addition to 1), or a flawless negative connection
which would - 1.0 (less 1). While relationship could run between - 1.0 and +1.0, the
specialist need to know whether any connection found between two variables is
noteworthy or not (i.e.; on the off chance that it has happened exclusively by chance or
if there is a high likelihood of its genuine existence).As for the data, a noteworthiness of
p=0.05 is the for the most part acknowledged ordinary level in sociologies research.
This demonstrates 95 times out of 100, the specialist can make certain that there is a
genuine or critical connection between the two variables, and there is just a 5% chance
that the relationship does not really exist. The correlation matrix between dependent
variable and independent variables are exhibited in Table 4.4.4 below. The finding from
this analysis is then compared against the hypotheses developed in this study.

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Table 4.4.4: Correlations of the Major Variables

Affective

Continuanc

Normative

Employee

Intentio

Commitme

Commitme

Engageme

nt

Commitme

nt

nt

Quit

Commitment

nt
0.687**

0.728**

0.750**

0.511**

0.885**

Affective

Organization

To al

Commitment
Continuance

0.687**

0.852**

0.894**

0.372**

0.920**

Commitment
Normative

0.728**

0.852**

0.903**

0.379**

0.940**

Commitment
Employee

0.750**

0.894**

0.903**

0.410**

0.926**

Engagement
Intention To 0.511 **

0.372**

0.379**

0.410**

0.462**

Quit
Organization

0.920**

0.940**

0.926**

0.462**

0.885**

al
Commitment
** Correlation is significant at the 0.01 level (2-tailed).

4.6 SUMMARY

From the above findings, correlation analysis concludes that all three independents
variables are significantly related to employee engagement. Among all three
independent variables, normative commitment is having the most influence on the
employee engagement.

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CHAPTER 5
CONCLUSION AND RECOMMENDATION

5.0 INTRODUCTION
This chapter will discuss and attempt to interpret the key findings. It will also provide a
summary and conclusion drawn from the research results as well as provide
recommendations for future research and finally the implications of the findings of
organizational commitment with employee engagement and intention to quit among
employees of travel and tourism sector in Malaysia.
5.1 DISCUSSION
The purpose of this study is to determine whether there is any relationship between the
three independent variables namely affective commitment, continuance commitment
and normative commitment with the dependents variable. In the following discussion,
results of each objective are reviewed and compared with previous literature.
Objective 1: Organizational commitment has a significant affect on employee
engagement.
The positive and acceptable coefficient value between organizational commitment and
employee engagement suggest that organizational commitment is one of the areas that
management should look into as it is significantly related with the employee
engagement in travel and tourism sector in Malaysia. This explained that, if employee is
well informed on what the company is doing, being informed the reason behind why the
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company made a decision and information is being shared with them in timely manner,
the engagement within the employee will be increased.

Allen and Meyers (1990) also supported the three dimensions of organizational
commitment namely, affective commitment, continuance commitment, and normative
commitment. If employee is highly engaged, then it leads to employee commitment. In
this context it is assumed that the relationship between engagement and commitment is
very high. The three-component commitment scale was viewed as the prevailing
conceptualization of organizational commitment (Bergman, 2006).

Objective 1(a): To identify the relationship between affective commitment and

employee engagement.
The results of this study indicates a positive relationship between affective commitment
and employee engagement validating the study conducted by Meyer & Allen (1997)
whereby employees who feel they are listened to, supported, and recognized for their
contributions are likely to be more engaged. In the case of most of the travel and
tourism sector in Malaysia, employees retain membership out of choice and this is their
commitment and engagement to the organization. This study is similar to previous
studies where work engagement was found to be an important determinant of affective
commitment (Hakanen et al., 2006; Llorens et al., 2006; Saks, 2006). A plausible
explanation for this result is that the employee who has a positive and fulfilling workrelated state of mind (Schaufeli and Bakker, 2004)

Objective 1(b): To identify the relationship between continuance commitment and

employee engagement.
The results of this study indicate that there is a positive relationship between
continuance commitment and employee engagement. This has been proving when the
result shows the significant value. Continuance commitment includes factors such as
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years of employment or benefits that the employee may receive that are unique to the
organization (Reichers, 1985).
Meyer and Allen (1997) further explain that employees who share continuance
commitment with their employer often make it very difficult for an employee to leave
the organization and will get engaged with the organization.
Objective 1(c): To identify the relationship between normative commitment and
employee engagement.
The results of this study indicate a positive relationship between normative commitment
and employee engagement. Whereby most employees believe that they have or want to
keep to the organization or their feeling of obligation to their workplace. Hence, it is
important for the organizations to create engagement in their workplace by building a
better understanding between the employees and the organization. Allen and Meyer
(1990) research show employees positive attitudes expressed in the form of greater
normative commitment. Normative Commitment employees take it as a responsibility
to remain with the organization.

Objective 2: organizational commitment has significant affect on intention to quit

They are positive value between organizational commitment and intention to quit. But
some researchers found that there is a negative value between organizational
commitment and intention to quit. Firstly , Guntur et al (2012) discovered that affective,
continuance and normative commitments had a simultaneously negative significant
effect on turnover intentions of employees. Yet, affective commitment had dominant
effect on the employees turnover intentions. Hitherto, continuance commitment had no
significant effect on turnover intentions of the same employees. Credibly, some of these
findings claim increase of affective, continuance and normative commitments gave a
negative effect on turnover intentions of the said employees.

In other words, it

represents conscious and deliberate willingness to leave the organization (Tett and
Meyer, 1993). Du Plooy and Roodt (2010) also feel that a proper understanding of why
56

employees intend to quit should assist organizations with a more effective management
strategy of employee turnover.
Objective 2(a): To identify the relationship between affective commitment and
intention to quit
The results of this study indicate that there is a postive relationship between affective
commitment and intention to quit. The lack of employees affective commitment results
in positive outcomes such as turnover intention and low productivity. But Ycel (2012),
asserted that employees affective, normative and continuance commitment are inversely
related with intention to leave an organization suggesting negative influence of three
commitment types (affective, normative and continuance) on employee intention to
leave.That affective commitment is a significant predictor of both boosting behaviours
and lower turnover intentions is consistent with the proximity thesis. Most researches
are concerned with voluntary turnover in organizations and it is commonly held that
voluntary turnover is dysfunctional, adversely influencing organizational effectiveness
the degree to which organizations achieves their goals (Hom and Griffeth, 1995).
Objective 2(b): To identify the relationship between continuance commitment and
intention to quit
The results of this study indicate that there is a positive relationship between
continuance commitment and intention to quit. But Ycel (2012), asserted that
employees affective, normative and continuance commitment are inversely related with
intention to leave an organization suggesting negative influence of three commitment
types (affective, normative and continuance) on employee intention to leave. Meyer and
Allen (1991) suggest that because of side bets and a lack of job substitute somewhere
else, employees with a strong continuance commitment stay with the organization since
they feel as though they have to do so. Continuance commitment is expressed as a need
to stay in the organization founded on the costs related with leaving.

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Objective 2(c): To identify the relationship between normative commitment and

intention to quit
The results of this study indicate a negative relationship between normative
commitment and intention to quit. Ycel (2012) also has asserted that employees
affective, normative and continuance commitment are inversely related with intention to
leave an organization suggesting negative influence of three commitment types
(affective, normative and continuance) on employee intention to leave. Normative
commitment refers to an employee's wish to continue with the organization on a sense
of responsibility, devotion or ethical obligation. Normative commitment is undoubtedly
the most controversial component in Meyer and Allens (1991, 1997) model (Bergman,
2006) and various researchers did not consider it in their studies due to its relatively
high correlation with other forms of commitment (Meyer et al., 2002).

5.2 LIMITATION OF THE STUDY

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During the process of completion of this study, the research is restricted by

various limitations where it happens to be the difficulties for the researcher to consider
all this aspect to move on with the research.
First and foremost, limitation is lack of participation of the respondent. The
respondents cant give full participation during answering the questionnaires. Besides
that, upon distributing all the questionnaire to the hotel staff most of them are having
limited time to accommodate us as most of them are rushing for year-end reports.
Hence, the questionnaire answers were not answered accurately or answered blindly.
Furthermore, the limitation of the time given in conducting this research is
limited. Moreover, with the limited time period, it might give an impact to the research
as it not really an excellent and precise according to the measurement since this is when
the short availability of time duration to conduct the study. However, the respondents
also are given short time to answer the questionnaire without reading questions
carefully.
Besides that, the questionnaires were distributed in Wilayah Persekutuan area.
Its a quite busy area where researcher couldnt spend much time completing the
questionnaires as they were busy and away regarding work matters. Due to this,
researcher had difficulties in order to obtain feedback from the respondents. Most of the
respondents found difficult to answer the questionnaire as their perception is it doesnt
bring any benefit to them. Respondents also state reasons that, it is confidential to
provide information related to their organization.

Lack of research on this topic also occurs to be the limitations in this study. The
researcher found that theres lack of research relating to this topic that made it difficult
59

to gain information further about the topic. This will also affect the outcome as well
because the researcher found difficulties in finding the literature that is rich in this
study.

5.3 RECOMMENDATIONS FOR FUTURE RESEARCH

For this study to be more effective in future, it is beneficial to consider some
suggestion for future research as this study have only provided small portion of idea on
organizational commitment and its affect towards employee engagement and intention
to quit.
The suggest for future research is to consider other factors that will make
employee feel secured which lead to employee engagement and intention to quit. In this
study, it is only limited to three variables which is affective commitment and its affect
towards employee engagement and intention to quit, normative commitment and its
affect towards employee engagement and intention to quit and continuance commitment
and its affect towards employee engagement and intention to quit. In future, this study
can be conducted with using more variables so that it can increase the accuracy of the
understanding in studying the relationship between organizational commitment and its
affect towards employee engagement and intention to quit.
The next suggestion is by enlarge the sample size for the future research. By
having a high sample size, the reliability and validity of the results from determine the
relationship between the variables could be increased. Also, the size of sample for this
research is considered not big. Followed by increasing the number of variables for
independent variables could strengthen the result.

5.4 CONCLUSION

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The purpose of this study is to find out the relationship between organizational
commitment and its affect towards employee engagement and intention to quit in
Wilayah Persekutuan. The result of this research study shows that there is an important
and significant relationship exists between organizational commitment and its affect
towards employee engagement and intention to quit.
Therefore, 384 questionnaires have been distributed to respondents. Total 384
set of questionnaires were returned back. All set is returned to the researcher and it is
found that the entire question has been answered by the respondents. Although this
study has acquired some limitation in some aspect, it had obtained the finding and
makes a clear understanding on this research topic.
The results have shown that independent variable which comprises of,
organizational commitment, affective commitment, normative commitment and
continuance commitment and on the other hand where dependent variable which is
employee engagement and intention to quit has proofed that employee engagement have
positive relationship and intention to quit have negative relationship. It is hoped that this
study will make better understanding on how the employees of management sites will
manage variables such as organizational commitment, affective commitment, normative
commitment and continuance commitment that will affect employee engagement and
intention to quit. The management sites should be committed and employee should be
engaged in the workplace and intention to quit should be less.
Beyond this, this study is hoped to make the management workers is aware of
their organizational commitment, employee engagement and intention to quit which
contribute to the good performance and accomplishment. In summary, despite of the
limitations of this study, here attached with brief explanation for the organizational
commitment and its affect towards employee engagement and intention to quit.

61