JOB SATISFACTION AND EMPLOYEE COMMITMENT OF NEPALESE

COMMERCIAL BANKS

A Thesis

Submitted By
Sanjay Byanjankar
Shanker Dev Campus
T.U. Regd. No.: 7-2-25-282-2009
2nd Year Exam Roll No.: 391620/71
Campus Roll No.: 1933/069

Submitted To:
Office of the Dean
Faculty of Management
Tribhuvan University

In partial fulfillment of the requirement for the degree of

Master of Business Studies (MBS)

Kathmandu, Nepal
March, 2024
 RECOMMENDATION
This is to certify that the thesis

Submitted by:
Sanjay Byanjankar

Entitled:

JOB SATISFACTION AND EMPLOYEE COMMITMENT OF NEPALESE

COMMERCIAL BANKS

has been prepared as approved by this Department in the prescribed format of the
Faculty of Management. This thesis is forwarded for examination.

..……..……..……………….. ...........…………..……….….……. ……………..………..…..…………….

Dr. Pitri Raj Adhikari Asso. Prof. Dr. Sajeeb Kumar Shrestha Asso. Prof. Dr. Krishna Prasad Acharya
(Thesis Supervisor) (Head, Research Department) (Campus Chief)

ii
 VIVA-VOCE SHEET
We have conducted the viva – voce of the thesis presented
By:
Sanjay Byanjankar

Entitled:
JOB SATISFACTION AND EMPLOYEE COMMITMENT OF NEPALESE
COMMERCIAL BANKS

And found the thesis to be the original work of the student and written
according to the prescribed format. We recommend the thesis to be
accepted as partial fulfillment of the requirement for the degree of

Master of Business Studies (MBS)

Viva-Voce Committee

Head, Research Department …………………….………

Member (Thesis Supervisor) …………………….………

Member (External Expert) …………………….………

iii
 DECLARATION

I hereby declare that this thesis work entitled JOB SATISFACTION AND EMPLOYEE
COMMITMENT OF NEPALESE COMMERCIAL BANKS submitted to Office of the
Dean, Faculty of Management, Tribhuvan University, is my original work done in the form
of partial fulfillment of the requirement for the degree of Masters of Business Studies
which is prepared under the supervision of respected supervisor Dr. Pitri Raj Adhikari of
Shanker Dev Campus, T.U.

….…………….………………
Sanjay Byanjankar
Shanker Dev Campus
Campus Roll No.: 1933/069
T.U. Regd. No.: 7-2-25-282-2009

iv
 ACKNOWLEDGEMENT

This entitled thesis JOB SATISFACTION AND EMPLOYEE COMMITMENT OF

NEPALESE COMMERCIAL BANKS has been prepared in partial fulfillment for the
Degree of Master of Business Studies (M.B.S.) under the Faculty of Management,
Tribhuvan University is based on research models involving the use of qualitative aspect
of financial performance.

I have great satisfaction and pleasure to express my appreciation and sincerity to my thesis
supervisor Dr. Pitri Raj Adhikari of Shanker Dev Campus, TU for his excellent and
effective guidance and supervision. I will remain thankful for his valuable direction useful
suggestion and comments during the course of preparing this thesis without his help this
work would not have come in this form. I also would like to extend my debt of gratitude
Asso. Prof. Dr. Sajib Kumar Shrestha, Head of Research Department and I owe a deep debt
of gratitude to Asso. Prof. Dr. Krishna Prasad Acharya, Campus Chief of Shanker Dev
Campus who provided me an opportunity to undertake this research work

I would also like to express my thankfulness to my friends, my family members as well as

all known people who supported as well as inspired me directly or indirectly to complete
this thesis.

Researcher
Sanjay Byanjankar

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 CHAPTER-I
INTRODUCTION
1.1 Background of the study
The difficulty of employee retention is becoming more and more significant for
organizations as the era of knowledge workers advances. The workplace of the
twenty-first century is marked by previously unheard-of levels of talent mobility as
workers look to fulfil their own expectations. As a result, firms are becoming
increasingly concerned about holding onto brilliant workers. The banking industry's
labor market changes have resulted in both more career options for banking
professionals worldwide and difficulties for the companies hiring these individuals
in terms of recruiting and retention. Because of this, during the past few years,
research on staff retention in the banking industry has drawn a lot of interest.
Employers are continuously trying to develop an employment brand that appeals to
both current employees and potential talent, as they are engaged in a "war for talent,"
as more and more companies declare that their workforce is their most valuable asset
(Glen 2006).

Because of this, academics now stress how crucial it is to examine the variables that
affect people's organizational commitment and job happiness. People's attitudes
towards their employment and different parts of them are influenced by their level
of job satisfaction. Organizational and human factors influence job satisfaction,
which in turn affects organizational commitment through an emotional response.
Better performance and a decrease in disengagement and counterproductive
behaviors are two benefits of job satisfaction (Morrison 2008). Job satisfaction
affects an organization's well-being in terms of work productivity, employee
turnover, absenteeism, and life satisfaction because it involves employees' affect or
emotions. The success of an organization depends on its workforce, therefore
knowing what drives individuals in the workplace could be a catalyst for enhancing
organizational dedication (Afif, 2023). Interest in organizational commitment has

1
grown as researchers have tried to determine the degree and consistency of a
worker's commitment to the company (Lumley 2010).

Dalkrani, (2018) found a relationship between organizational commitment and

employee turnover, coming to the conclusion that workers with a high level of
commitment to the company were less likely to depart. Given the lack of prior
research on the relationship between job satisfaction and organizational
commitment, particularly in the Nepalese context, the study presented here aimed to
contribute empirical findings to the existing body of knowledge regarding the
relationship between these variables as it exists in the banking environment. The
overwhelming majority of research on the connection between commitment and job
satisfaction suggests that happier workers are more likely to be deeply committed to
their jobs.

Kalleberg (1990) determined that there was a relationship between organizational

commitment and employee turnover, with more dedicated personnel being less
likely to leave the company. The study presented here aimed to contribute empirical
research to the existing conceptual base regarding the relationship between these
variables as it appears in the banking environment, since no research has been done
connecting the relationship between job satisfaction and organizational
commitment, especially in the Nepalese context. A substantial body of research on
the connection between commitment and job satisfaction suggests that happier
workers are more likely to be deeply committed to their profession.

Whether they are private or public, higher education institutions across the board are
quite concerned about student job satisfaction in this age of globalization. In order
to improve their administration or execution, academic institutions should properly
plan and manage their staff members, paying particular attention to the
representatives' commitment and work ethic. Dedication to one's work reflects one's
attitude towards it. Work commitment is a measure of an individual's feelings

2
towards the organization; the more content an employee is with their work, the more
devoted or dedicated they are to the organization (Mahmood, 2019).

This study looked into how staff retention in commercial banks was impacted by job
discontent. Multiple regression analysis indicates that employees' commitment to
their jobs stems from their pay and lack of other options. Additionally, the findings
showed a correlation between job satisfaction and all three of the independent
characteristics. The goal of this investigation was to ascertain the levels of public
sector employees' satisfaction with job dimensions and perceived organizational
commitment in the public sector in Shkoder, Albania. We found that job satisfaction
has a positive impact on employee commitment, and that organizational
commitment is crucial for job satisfaction (Aziz et.al. 2021).

With time, the banking industry in Nepal has reached unprecedented heights. The
way that banks operate has changed as technology has progressed. People's faith and
confidence in the banking industry has grown throughout time. But as things have
changed, the banking industry in Nepal has faced a number of issues and difficulties.
Each bank has a board of directors, whose primary responsibility is to set policies
and monitor their correct implementation. Employee fraud and financial statement
manipulation at the bank in Nepal are the results of inadequate oversight and
monitoring by upper management (Pokhrel, 2016).

Every bank occasionally posts a notice of a vacancy. Numerous applicants are

chosen for the bank's branches. However, not every one of the chosen applicants has
to be skilled. Many of them are unfamiliar with the workings and surroundings of
banks (Rana, 2015). For this workforce to operate successfully and efficiently, the
right training is therefore required. Inadequate infrastructure causes monitoring
issues. In a similar vein, few individuals in rural areas know about banks. They have
no idea what a bank is or how to deposit money there. They are therefore reluctant
to put the money in the banks. One of the main obstacles facing Nepal's banking
industry is opening a bank in a rural location.

3
The upkeep and advancement of standard banking equipment, such as ATMs and
note counters, is lacking in every bank in Nepal. ATMs are not always operational
in numerous locations. Also, the malfunctioning machinery is not promptly
maintained. The outdated equipment that many banks in Nepal are still employing
is a problem. Nevertheless, they continue to use the same ones rather than changing
them. Not even bank software is updated on schedule.

Whether a banking organization is public or private, work happiness is a top priority

in this age of globalization. Banking organizations should focus on the preventative
efforts, dedication, and work ethic of their staff in order to efficiently plan and
manage their workforce and enhance their administration and execution. Dedication
to one's work reflects one's attitude towards it. Work commitment is a measure of
an employee's feelings towards the organization; the more content they are with their
jobs, the more devoted or dedicated they are to the organization (Rajak & Pandey,
2017).

The purpose of this study is to evaluate employee work discontent and retention
rates as well as important variables influencing employee job satisfaction in
Nepalese commercial banks. The study also looks at the connections between
employee retention and work satisfaction. This study attempts to demonstrate the
effect of job satisfaction on employees' commitment in Nepalese commercial banks
in relation to the aforementioned challenges.

1.2 Statement of Problem

Over the past few decades, researchers have studied job satisfaction. Determining
the components of job satisfaction, its antecedents, and the connection between
commitment and satisfaction have all been the focus of studies. A variety of factors,
including gender, age, race, education, and work experience, have also been used to
analyze satisfaction. The person-environment fit paradigm has been the focus of the
majority of research on job satisfaction.

4
Because discontent is one of the main reasons people give for quitting a job, work
satisfaction is an essential topic for study. According to research by Aziz et al.
(2021), there is a low degree of job satisfaction with promotions and a high positive
association between job satisfaction and organizational commitment. These findings
suggest that addressing this issue could increase organizational commitment
(Saputra, 2022).
In the Nepalese context, no study has been conducted to date by linking job
satisfaction with employee commitment. To address the above issues the following
research questions are raised.
i. What is the level of commitment and employee satisfaction in the Nepalese
commercial Banks?
ii. Is there any relationship between employee commitment and employee
satisfaction?
iii. Does employee commitment impact on job satisfaction in commercial banks
in Nepal?

1.3 Objectives of the study

This thesis' main goal is to determine how committed and satisfied employees are
with their jobs at the Nepalese commercial bank. The study examines other variables
that impact job satisfaction. The idea of measuring an employee's psychological
comfort is known as job satisfaction. Trends in job satisfaction, according to many
experts, have an impact on both employee behavior and the labor market. The study
analyses the relationship of job satisfaction level and employee commitment. Some
of the specific objectives of the study are presented as follows:
i. To assess the level of job satisfaction and employee commitment of
employees in the Nepalese commercial banks.
ii. To examine the relationship between employee commitment and job
satisfaction in Nepalese commercial Banks.
iii. To analyze the impact of employee commitment on job satisfaction.

5
1.4 Significance of the Study
The goal of the study presented here was to contribute empirical research to the
existing conceptual base regarding the relationship between these variables as they
appear in the banking environment, given the paucity of research on the subject,
especially in the context of Nepalese banking. This study adds to the body of
knowledge by examining additional data and arguments in favor of the link between
organizational commitment and work satisfaction in Nepalese commercial banking.
One could argue that employee attitudes especially those related to organizational
loyalty and job satisfaction have an impact on their ability to exercise discretion,
which in turn has an impact on business performance. Enhancing job satisfaction
and organizational commitment is crucial for enhancing performance as it motivates
workers to go above and beyond their contractual obligations. A large body of
empirical research demonstrates the theoretical and practical significance of the
organizational commitment idea for modern organizations. It addresses how
individuals become committed to their organizations and influences organizational
outcomes. The goal of the current study is to determine how employee commitment
and job satisfaction relate to Nepali commercial banks.

1.5 Limitations of the study

The limitations of this study are as follows:
 This is a static study that examined employee behavior in one specific period.
Additional studies of the cross-sectional data type may bring more insightful
information.
 The study covers the employees of commercial banks in Kathmandu valley.

1.6 Organization of the Study

This research is report structure into five major chapters.
Chapter-I: Introduction
This chapter is introductory and background of the study, problem statement,
objectives of the study, rationale of the study, theoretical framework, research
hypothesis, limitations of the study and report structure.

6
Chapter-II: Literature Review
The second chapter consists the available literature review. It includes the review of
books, review of related journals and thesis. The review of literature conducted in
this chapter provide frame with help of which this study has been accomplished.

Chapter-III: Research Methodology

This chapter is about the research methodology. It includes research design, nature
and sources of data, population and sample and method of analysis. Method of
analysis includes the tools applied to analyze and interprets the data.

Chapter-IV: Data Presentation and Analysis

This chapter includes the presentation and analysis of data. In this chapter the
researcher includes the interpretation of the information collected from the
respondents. Various statistical and mathematical tools are used to draw the major
findings and discussion.

Chapter-V: Summary, Conclusion and Recommendations

This chapter is the last chapter and includes the summary and conclusion of the
study.

At the end of the research references and an appendix have been included.

7
 CHAPTER-II
REVIEW OF LITERATURE

This chapter seeks to explain what job satisfaction is, how it has been defined, what
influences it historically, how it relates to other things, and what its practical
implications are. This chapter addresses the evolution of the HRM concept in
tandem with a number of organizational commitment-related topics, including
profiles of commitment, bases for commitment, models of commitment, managing
employee commitment in the service industry, and the connection between job
satisfaction and employee commitment.

2.1 Conceptual Review

2.1.1 Job satisfaction/dissatisfaction
Work contentment, sometimes known as job satisfaction, is a multifaceted
phenomenon. The following themes relate to what makes work fulfilling: inventing
something new, applying abilities, working tirelessly, exercising initiative, taking
responsibility, interacting with others, and collaborating with knowledgeable others.
However, doing monotonous job, contributing little to nothing, completing pointless
duties, experiencing insecure, and being overly carefully watched lead to employee
unhappiness. Additionally, there are two groups into which the elements that affect
overall happiness can be divided: factors related to the job and factors not related to
the job. It has been determined that both of these sets of characteristics play a
significant role in determining job satisfaction.

There are many definitions of job satisfaction because it is a complex topic that has
been extensively studied. A person's overall attitude toward their work and their
attitudes toward different areas or facets of it, together with their perceptions and
attitudes that may subsequently affect how well they fit with the business, are all
considered aspects of job satisfaction. An individual who is highly satisfied with
their work seems to have generally good attitudes, whereas an individual who is not

8
satisfied with their work appears to have negative views (Robbins 1993). According
to Spector (1997), in order to comprehend these views, researchers must have a
thorough understanding of the intricate relationships between various aspects of job
satisfaction. Any aspect of a job that elicits sentiments of contentment or discontent
is referred to as a factor of job satisfaction (Spector 1997). Organizations looking to
pinpoint areas where they may make improvements in staff retention may find this
viewpoint helpful (Saari & Judge 2004; Westlund & Hannon 2008).

According to Semipane et al. (2002), an individual's view and evaluation of their

work are influenced by their own particular needs, values, and expectations, which
they consider to be significant. This leads to job satisfaction. Studies have shown
that organizational variables such size, structure, remuneration, working conditions,
and leadership—all of which reflect the organizational climate—have an impact on
job satisfaction, meaning that it cannot occur in a vacuum. (Sempane et al. 2002).
However, turnover may rise if there is a lack of job satisfaction and new employment
options arise (Martins & Coetzee 2007). When one compares what they really want
from a job to what they actually get out of it, one can see how job happiness is a
response to the work (Rothmann & Coetzer 2002). Employee job satisfaction is a
measure of organizational effectiveness and is impacted by both organizational and
individual characteristics, according to Rothmann and Coetzer (2002). A pleasant or
upbeat emotional state brought on by an evaluation of one's work or work experience
is known as work satisfaction. Stated differently, work satisfaction refers to how
positively or negatively employees see their employment. when work qualities and
employee desires align, positive outcomes occur. It conveys the degree of alignment
between one's expectations of a job and the benefits that it offers (Davis, 2007).

When Hoppock released his seminal work, "Job Satisfaction," as a book in 1935,
the phrase became ambiguous. "Any combination of psychological, physiological,
and environmental variables that cause a personal to honestly state "I am pleased
with my job," is how he characterized job satisfaction. Therefore, job satisfaction is
simply a verbal representation of how an employee feels about their life. As per

9
Glimer (1996), an individual's level of job satisfaction or discontent stems from their
attitudes towards their job, associated variables, and life in general. Hoppock (1935),
says that there are 6 basic components of job satisfaction viz.
 The way the individual reacts to unpleasant situations.
 The facility with which one adjusts oneself to other personals.
 One’s relative status in the social and economic group with which one
identifies oneself.
 The nature of the work in relation to ones abilities, interest and preparation
 Security
 Loyalty
Herberg and his associates (1957), in their review of job attitude studies revealed 10
major factors constituting job satisfaction with nearly 150 specific aspects, these
major factors are:
 Intrinsic aspects of job
 Supervision
 Working conditions
 Wage
 Opportunity for advancement
 Security
 Company and management
 Social aspect of job
 Communication
 Benefits

2.1.2 Factor affection on Job satisfaction

a. Superior-subordinate communication
In the workplace, communication between superiors and subordinates has a
significant impact on job satisfaction. Job satisfaction may be impacted either
favorably or unfavorably by how subordinates view a supervisor's actions. The
superior-subordinate relationship depends on communication behaviors such body

10
language, facial expression, eye contact, and voice (Teven, 2077). In terms of
impression formation, deception, attractiveness, social influence, and emotions,
nonverbal cues are crucial in interpersonal encounters. Increased interpersonal
interaction between a supervisor and their subordinates has a positive impact on job
satisfaction through nonverbal cues. It's possible that nonverbal cues from superiors
to their subordinates have greater significance than spoken words (Teven, 2007).

While those who like and think well of their supervisor are more likely to
communicate and are satisfied with their employment and work environment, those
who detest and think poorly of their supervisor are less likely to communicate or be
motivated to work. A subordinate is more likely to provide a supervisor good
feedback and express high job satisfaction if the supervisor practices nonverbal
immediacy, friendliness, and open communication. On the other hand, a manager
who is aloof, indifferent, and unable to interact with others would inevitably get bad
feedback and make their staff members feel unsatisfied with their jobs.

b. Strategic Employee Recognition

There is more to employee recognition than presents and rewards. The purpose is to
connect employees with the company's basic values and beliefs while also adapting
the corporate culture to match goals and initiatives. The most crucial program for
enhancing employee motivation and retention as well as having a favorable financial
impact is strategic employee appreciation.

Strategic recognition differs from the traditional technique (gifts and points) in that
it can act as a significant business influencer that can quantifiably progress a
company's strategic goals. "Most businesses aspire to be innovative, developing new
goods, business strategies, and more efficient methods of operation. But innovation
is not always so simple to attain. A CEO cannot just give the command and have it
done. An organization must be carefully managed if innovations are to appear over
time."

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c. Individual Factors
i. Emotion
The affective component of job satisfaction is composed of mood and feelings.
While emotions are more powerful, fleeting, and have a definite object or cause,
moods are typically weaker, longer-lasting states of uncertainty. According to
certain research, total job satisfaction and mood are associated. Overall job
satisfaction was also found to be highly correlated with both positive and negative
emotions. Overall job satisfaction will be more accurately predicted by the
frequency of experiencing net pleasant emotion than by the strength of positive
emotion experienced. Various attempts to control emotional states and
manifestations are referred to as "emotion work" or "emotion management." Any
conscious or unconscious attempts to intensify, sustain, or reduce one or more
emotion's components are collectively referred to as emotion management. While
early research on the negative impacts of emotional labor on workers focused on
these effects, studies of workers across a range of professions indicate that the effects
of emotional labor are not always detrimental. It was discovered that amplifying
happy emotions raises job satisfaction while suppressing negative emotions lowers
job satisfaction. Two models are involved in the understanding of the relationship
between emotion control and job satisfaction:

1. Emotional dissonance.
Emotional dissonance, which frequently occurs during the process of emotion
regulation, is a state of dissonance between outward expressions of emotions and
inward feelings of emotions. High emotional weariness, low organizational
commitment, and low work satisfaction are all linked to emotional dissonance.

2. Social interaction model.

From the standpoint of social interaction, employees' ability to control their
emotions may influence how others react to them in social situations, which in turn
may affect how satisfied they are at work. For instance: A positive correlation may

12
exist between job satisfaction and the accumulation of positive reactions to positive
emotional expressions.

ii. Genetics
Numerous individual differences are influenced by genetics, as has been well
established. In contrast to extrinsic, contextual elements like working circumstances,
some research indicates that genetics may also have a role in the intrinsic, direct
sensations of job satisfaction like challenge or achievement. In one experiment, the
possibility of a hereditary influence on job satisfaction was investigated using sets
of monozygotic twins raised apart. Genetic influence is still a small factor, even if
the results show that environmental factors accounted for 70% of the variance in job
satisfaction. A number of the occupational qualities that were examined in the trial,
including complexity level, motor skill needs, and physical demands, were also
linked to genetic heredity.

iii. Personality
There may be a connection between personality and work satisfaction, according to
some research. This study specifically explains the function of both positive and
negative affectivity. There is a high correlation between neuroticism and negative
affectivity. People who score highly on negative affectivity are more likely to be
dissatisfied with their jobs. Extraversion is closely linked to positive affectivity in
personality traits. Positively affective people are more likely to be satisfied with
most aspects of their lives, including their jobs. Variations in affectivity are probably
going to have an effect on how people view objective workplace situations, such as
pay and working conditions, and how satisfied they are with their jobs as a result.

Workplace behaviors like organizational citizenship and withdrawal behaviors like

absenteeism and turnover can be predicted by job satisfaction. Furthermore, the
association between deviant work behaviors and personality factors can be partially
mediated by job satisfaction. A prevalent discovery in study is the correlation
between life contentment and job satisfaction. The relationship between job

13
satisfaction and life satisfaction is reciprocal; that is, individuals who are content
with their jobs typically have high levels of life satisfaction and vice versa. When
other factors like non-work satisfaction and core self-evaluations are taken into
consideration, research has shown that there is no substantial relationship between
job contentment and life satisfaction. The discovery that job satisfaction and
productivity at work have a shaky relationship is crucial information for firms to be
aware of. Since the notion that job performance and satisfaction are directly
correlated is frequently mentioned in the media and certain non-academic
management literature, this knowledge is crucial for researchers and businesses.

Remarkably little relationships between job satisfaction and performance were

discovered in a recent meta-analysis. The meta-analysis also discovered that work
complexity can moderate the association between performance and satisfaction,
meaning that jobs with high levels of complexity had larger correlations between
performance and satisfaction than positions with low to moderate levels of
complexity. Furthermore, among work attitudes, a longitudinal study found that job
satisfaction is a substantial predictor of absence. This suggests that improving
organizational commitment and job happiness may be effective ways to lower
absenteeism and turnover intentions. Additionally, as evidenced by recent studies,
the mere intention to resign can have a detrimental impact on performance,
organizational deviance, and organizational citizenship behaviors. In other words,
the idea that "a happy worker is a productive worker" should not serve as the
cornerstone of organizational decision-making. The relationship between
contentment and productivity is not as clear-cut as is sometimes believed, and it can
be influenced by a variety of different work-related factors. For instance, when it
comes to performance, an employee's personality could even matter more than their
level of job happiness.

2.1.3 Organizational commitment

Due to its correlation with work-related constructs like absenteeism, turnover, job
satisfaction, job involvement, and leader-subordinate interactions, organizational

14
commitment has become a significant construct in organizational research (Arnolds
& Boshoff, 2004). Organizational commitment is defined as an individual's
identification and involvement with a specific organization. It is exemplified by
three factors: (a) a strong desire to stay a member of the organization; (b) a
willingness to put in a significant amount of effort on behalf of the organization; and
(c) a strong belief in and acceptance of the organization's goals and values.

"A partisan, affective attachment to the goals and values of an organization, to ones
roles in relation to goals and values, and to the organization for its own sake, apart
from its purely instrumental worth" is how Buchanan (quoted in Reyes, 2001)
defines commitment. The degree to which a person identifies with and participates
in the organization is known as their organizational commitment (Levy, 2008). Job
satisfaction and organizational commitment are different in that the former is "an
effective response to the whole organization, while the latter is an effective response
to specific aspects of the job." (Williams & Hazer, 1986, in Morrison, 2004).

Thus, the three-component organizational commitment model proposed by Meyer

and Allens (1991) is pertinent to this study. According to Meyer and Allen (1991),
affective, continuation, and normative commitment are the three main themes that
organizational commitment reflects. According to Meyer and Allen (1991), there
are three different ways to define commitment: affective, continuation, and
normative. Affective commitment refers to an individual's emotional connection to
the organization, while normative commitment relates to an individual's ethical
obligation to remain with the organization.

2.1.4 Elements of Employee Commitment

Three sources of commitment are identified by Bussing (2002): normative, emotive,
and instrumental. Attachment to the organization is emphasized by affective
commitment, when people give their work their all even though it is not asked of
them. Instrumental commitment, according to bussing (2002), is centered on the
concepts of exchange and continuation. Normative commitment is concerned with

15
an employee's sense of duty to remain with a company. According to Bagraim
(2003), organizational research generally accepts the three models put out by Allen
and Meyer (1997), despite the existence of other multidimensional theories of
organizational commitment. According to Penly and Gould (1988, cited in Bussing,
2002), commitment can be viewed as having three distinct aspects: moral,
calculative, and alimentative commitment. Affective commitment is represented by
moral and alimentative commitment, whilst instrumental commitment can be linked
to calculative commitment. But Bragg (2002) distinguishes between four categories
of worker dedication:

1. The "want to" commitment is the first kind. These employees are passionate to
and loyal to their firm, claims Bragg (2002). They are willing to take on more duties
and go above and above for the organization. These workers are eager to go above
and above for the organization and have a pleasant attitude when they report to work.
2. The second kind of commitment is the "have to" one. These personnel are
ensnared in their current situation (Bragg, 2002). For a variety of reasons, these
personnel stick with the organization. One of the causes is that they are unable to
locate work elsewhere. Bragg claims that these workers defy managers' and
supervisors' orders and have negative attitudes and undesirable habits.

3. The third kind of commitment is the "ought to" one. These employees are the ones
that believe they have a duty to stick with a company. According to their value
system, it is never appropriate to leave work (Bragg, 2002).

4. The fourth type is the disconnected or uncommitted group of employees. They

have no reason to stay with the company and at every opportunity are on the
lookout for new employment. They are basically halfway on their way out. Bragg
(2002) stated that 20-30% of today’s workforce is in this situation. These workers
have no intention to stay or they have no loyalty to the company.

16
A. Affective Commitment/ Attachment
"An individual's attitude towards the organization, consisting of a strong belief in,
and acceptance of, an organization’s goals, willingness to exert considerable effort
on behalf of the organization and a strong desire to maintain membership in the
organization" is the definition of affective organizational commitment (Mowday et
al., 1982 cited in Eby et al., 1999).

Meyer and Allen (1984,) the term positive feelings of identification with, attachment
to, and involvement in the work organization refers to an employee's affective
commitment. According to Bagraim (2003), "if employees are able to meet their
needs and expectations within the organization, affective commitment develops."
Employees that exhibit affective commitment stay with a firm because they want to,
and Romzek (1990) asserts that these individuals are more likely to behave in the
organization's best interests and stay with the company.

According to the findings of Eisenberger, Huntington, Hutchinson, and Sowa

(1986), people will vary in their effort and emotional reactions to an organization
based on how much they believe the organization is committed to each employee.
Employees will thereby demonstrate organizational engagement in return for
incentives and assistance from the organization.

B. Continuance Commitment or Loyalty

According to Buitendach and de Witte (2005), continuation commitment can be
defined as an employee's inclination to feel devoted to their company because of
how much they believe quitting the company will cost them.

According to Meyer and Allen (1984), whatever valuable that a person may have
"invested (e.g., time, effort, money) that would be lost to be deemed worthless at
some perceived cost to the individual if he or she were to leave the organization"
might be referred to as a continuity commitment. Contributions to non-vested
pension plans, the acquisition of status or abilities unique to the business, the

17
utilization of organizational perks like lowered mortgage rates, and other initiatives
might all be examples of such investments. A perceived lack of options to replace
or make up for the lost investments may increase the perceived cost of leaving.

C. Normative Commitment/ Responsiveness

The idea that "employees have a responsibility to their organization" can be used to
define normative commitment (Bagraim, 2003). The "totality of internalized
normative pressures to act in a way which meets organizational goals" is how
Wiener (1982) defines commitment. As to Bagraim's (2003) findings, normative
commitment is felt by employees because they feel obligated to do so. According to
Sparrow and Cooper (2005), normative commitment is predicated on feelings of
loyalty and obligation and includes an employee's sense of duty and responsibility
towards a company.

2.1.5 Model of Commitment

The definition of commitment evolved over time. Initially, concepts of affective and
continuous commitment were created. As time progressed, many models of
commitment emerged.
A. The Morrow Model The relationship between five commitments and job factors
is the focus of the current approach. Few studies have looked at the relationship
between having numerous commitments and work outcomes, despite the literature's
strong emphasis on the relationship between roles at work and work outcomes, such
as turnover, tendency to leave, and performance. The majority of them focus on a
specific variable, like satisfaction or dedication to the company, and how it relates
to certain work outcomes, like turnover. Morrow developed one of the first models
based on an understanding of many commitments and the relationships between
them (1983).

Her strategy consists of five primary commitments that are logically ordered and
impact the work's outcome. In 1991, Randall and Cote conducted the first
investigation of the paradigm proposed by Morrow (1991). According to Morrow,

18
the commitments themselves have reciprocal influences that form a circular
structure based on the connection between career and continuation obligations and
the protestant work ethic. Affective and continuous engagement to the company are
linked to career commitment. The circle is completed by the relationships between
affective and continuous commitment to the organization, as well as the effects of
both commitments on job involvement.

Morrow (1993) discovered that commitments have mutual commitments with one
another. The protestant work ethic is the most fundamental commitment and the one
with the least potential for influence and modification. This commitment, with
which the employee joins the company, will follow him throughout his career path
with little adjustments and no affiliation with any one company. Protestant work
ethics and professional dedication are associated since various people view the
workplace differently and having strong morals will affect one's perseverance in a
particular line of employment (Furnham, 1996). Furthermore, the Protestant work
ethic will affect an employee's loyalty to the company going forward, since a worker
with a strong Protestant work ethic may receive favorable treatment from coworkers
as a result of his employment (Vandenberg and Scarpello, 1994). A person's
devotion to their career is seen as a personal commitment that is unaffected by their
affiliation with a particular organization. However, career dedication is tied to the
worker's opinion of his job, whereas the Protestant work ethic is related to the
worker's overall perception of the working world (Blau, 1985).

B. Randall and Cote’s model

Although Morrow's concept was proposed in 1983, Randall and Cote (1991)
conducted the first investigation into it. Additionally, it addresses five commitments:
career commitment, employment involvement, affective and continuous
commitment, and Protestant work ethic. Nonetheless, a distinct model structure is
shown by Randall and Cote (1991). This research indicates that the Protestant work
ethic is the most fundamental, the most enduring, and the least malleable

19
commitment. Consequently, this commitment will be the main focus of the current
model (Furiham, 1990), however it does so in a different way here.

They contend that the protestant work ethic will have an impact on workplace
participation to the extent that it is ingrained in workers and produces a high level
of job involvement. Employment engagement will consequently impact the
remaining three commitments: emotional dedication to the company, ongoing
devotion to the company, and professional dedication. While affective, continuance,
and career commitments are all elements that can change quite quickly, a Protestant
work ethic is a lifelong and reasonably constant trait. One factor that is affected by
the Protestant work ethic is job participation; a person who has a strong connection
to the workplace will also have a stronger devotion to their work. These two factors
play a part in the ongoing socialization processes toward the workplace and its
significance in individuals' lives. A notable distinction between Morrow's model and
the one developed by Randall and Cote is that the latter model views job
involvement as a mediating factor between the Protestant work ethic and career
commitment as well as continuance commitment to the organization.

According to the current paradigm, job involvement is determined by connecting

the dots and determining the best course among the other four commitments rather
than by directly affecting turnover. In other words, job engagement is important in
the current model, but it is not in the same sense as it was in Morrow's model, which
connected job involvement to output.

C. Cohen’s model
A third system of reciprocal influences between the commitments in Cohen's (1999)
model is introduced. The Protestant work ethic is the fundamental variable in this
model as well, and it enters the model as one that is highly modifiable (Blod, 1969;
Furnham, 1999). The Protestant work ethic variable is also identified by the model
as a fundamental commitment that influences other commitments made by the
individual worker, but in a way that is directly related to the organization's

20
commitment or work results. This is because, unlike other or extra variables, as in
Morrow's model, the Protestant work ethic can only affect workplace involvement
over a comparatively long period of time. But this is where the similarities end;
Cohen proposes an alternative framework for contexts between commitments at this
point.

2.1.6 Other factors that impact Job commitment

a. Role Stress
The operation of companies and the well-being of employees are both impacted by
role performance dysfunctions, which have been linked to a wide range of effects
that are nearly always detrimental. Role stress can be brought on by an individual's
experience with incompatible or conflicting requests (role conflict) and/or not
having enough information to perform his or her job (role ambiguity). Role
ambiguity and disagreement have a negative impact on employees' performance and
are strongly correlated with their likelihood of quitting the company. It has been
suggested that role conflict and ambiguity influence employees' job satisfaction and
organizational commitment.

b. Empowerment
Over time, the concept of empowerment in the workplace has undergone several
definitions. It has been described as "boosting intrinsic task motivation and
energizing followers through leadership, enhancing self-efficacy by reducing
powerlessness." "A process of intrinsic motivation, perceived control, competence,
and energizing towards achieving goals" is how a psychology perspective on
empowerment defines it. There are two main ideas about empowerment. The first is
structural empowerment, defined as the capacity to mobilize resources and complete
tasks. It stems from the Organizational/Management Theory. The second is
Psychological Empowerment, which derives from Social Psychological models and
is defined as employees' psychological views and attitudes on their jobs and roles
within the firm.

21
Ahmad et al.'s study provided evidence in favor of the link between job satisfaction
and commitment and empowerment. The research examined nurses who worked in
Malaysia and in England. Even after accounting for cultural context, the study found
a favorable relationship between job satisfaction and dedication and empowerment.

c. Job Insecurity and Employability

Workers with fixed-term contracts or those classified as "temporary workers"
reported higher feelings of job insecurity than permanent employees, according to a
De Cuyper study. In permanent employees, job insecurity was found to have a
negative correlation with both affective organizational commitment and job
satisfaction. The study also discovered a strong correlation between being a
permanent employee and organizational commitment and job satisfaction.

d. Distribution of Leadership
Hulpia et al. conducted a study that examined how job satisfaction and commitment
were impacted by the distribution of leadership and leadership support among
teachers. The study discovered a significant correlation between organizational
commitment, the cohesiveness of the leadership group, and the level of support from
the leadership. Teachers used to believe that dedication and job satisfaction were
positively connected with work effort and performance and adversely correlated
with absenteeism and turnover. This study looked at the impact that a single leader
typically a principal had on teachers' commitment to and work happiness. According
to the study, employees expressed greater job satisfaction and organizational
engagement when the "leader" delegated leadership to teachers as well as other staff
members, as opposed to situations where one person held the majority of the
leadership. Employees expressed high levels of dedication and job satisfaction even
in situations where the perception of scattered leadership roles was all that existed.

2.2 Review of Journal and Articles

Rana (2015) examined a study on entitled HRM and Job satisfaction of commercial
banks in Nepal. The study discovered that among Kathmandu banking industry

22
personnel, there is a significant, positive association between HRM and work
satisfaction. Concern should be expressed about the state of HRM and
organizational satisfaction, nevertheless. Since HRM and organizational satisfaction
are closely related, it's possible that many workers are sticking with their current
careers because there aren't many other options. The survey makes it abundantly
evident that the majority of respondents agreed with the claims regarding the
components of employee satisfaction such as compensation, social benefits, and
promotion practices and that these components contribute well to the banking
industry in Kathmandu.

Pathak (2015) found that entitled Job Satisfaction of Employees in Commercial

Banks has concludes that Job security is the most significant factor of job
satisfaction to the employees of commercial banks in Nepal. In order of importance,
physical work conditions, pay and promotion prospects, relationships with
coworkers and supervisors, and future career development opportunities rank
second, third, fourth, and fifth in terms of job satisfaction. Employees' degree of job
satisfaction rises as their years of experience grow over their first few years of
employment. However, after a few years of experience, it begins to decline as the
years of experience increase.

Valaei and Rezaei (2016) analyzed the determinants Job satisfaction and
organizational commitment. The results show that affective commitment is
positively correlated with compensation, advancement, fringe benefits, coworkers,
communication, operational processes, and type of employment. Furthermore,
normative commitment is positively correlated with operating methods, nature of
the work, payment, promotion, fringe benefits, supervision, and contingent rewards.
The findings of the partial least-squares multi-group analysis, which takes into
account the years of experience of the employees as a categorical moderating
variable, demonstrate how the differences in the years of experience of the
employees affect their degree of commitment.

23
Rajak and Pandey (2017) examine the interrelation between job commitment and
job satisfaction of individuals in higher education institutions and its effect on their
performance. The numerous theories surrounding job commitment and job
satisfaction are the main subject of this study. With a higher standard of living and
meeting one's needs as the ultimate goals, one must work with satisfaction since it
fosters growth for both the institution and its employees and raises employee
commitment by improving productivity and service.

Varma (2017) explored on importance of employee motivation & job satisfaction

for organizational performance. In the current business climate, it is important for
companies to stop losing high-performing workers because of their declining job
satisfaction and lack of desire to stay with the company for an extended period of
time. This is especially true given the high job losses brought about by layoffs and
retrenchments to create a lean organization. Employees who are motivated and
satisfied will approach organizational goals with commitment; in turn, organizations
must demonstrate a similar level of commitment to employee goals. In this case,
HR's job is to keep trying to match employees' ambitions with the organization's
objectives. This goal can be accomplished by establishing a stimulating work
environment that supports and attends to the needs of employees for personal
development. Despite the complexity of these elements and the fact that they cannot
be addressed on an individual employee basis due to case-by-case variations, it is
crucial for HR to investigate common areas of intersection. In addition to addressing
employee turnover, job satisfaction and employee motivation are also studied
because they can have negative effects on an organization's ability to compete in the
fiercely competitive business world. These effects include absenteeism, poor
performance, low morale, low team contribution, a lack of coordination, and a lack
of focus on organizational goals. As a result, HR must foster an organizational
culture and climate that takes the needs of the moment into account.

Dalkrani and Dimitriadis (2018) examines the degree of employee satisfaction from
the different factors that theoretically affect satisfaction. Additionally, the

24
connection between organizational loyalty and job happiness for private workers.
The findings indicated that while "Promotion" and "Rewards" are not major
determinants, "Social Aspects of Job," "Job Characteristics," and "Work
Environment" are the most important aspects positively promoting organizational
commitment. Following work environment and social aspects of the job, job features
such as aims and instructions are recognized as the most significant factors in
determining employee satisfaction. Conversely, workers are dissatisfied with
income and possibilities for advancement.

De Sousa (2018) examined on predicting staff retention from employee motivation

and job satisfaction. This study looked into how work satisfaction and employee
motivation relate to staff retention in foreign exchange banks. 341 workers from a
South African foreign exchange bank division participated (mean years of
experience = 10 years; female = 62 8%; black = 31 1%; managers = 37%). The
following self-report tasks were finished by the staff members: Employee Retention
Questionnaire, Job Satisfaction Survey, and Work Preference Inventory The
investigation utilized structural equation modeling to examine the potential impact
of work satisfaction and employee motivation on staff retention. The model
(employee motivation and work satisfaction) explained an estimated 46% of the
variance in the employee retention construct, according to the model fit findings. An
estimated 66% of the variance in the employee retention construct was described by
the job satisfaction construct in the model, whereas only 8% of the variance was
explained by the employee motivation construct. Organizational talent management
ought to look for work satisfaction and employee motivation treatments that could
aid in keeping talented employees.

Gider (2019) made observations about job happiness, staff commitment, and
organizational trust in Turkish hospitals; these findings have significance for public
health and policy. The purpose of this study was to ascertain Turkish physicians'
perceptions of organizational trust, employee commitment, and work satisfaction as
well as the connections among these variables. In 2013, a survey questionnaire was

25
created using three common survey instruments and distributed to 1679 physicians
in four training and research hospitals located in Istanbul, Turkey. Regression
analysis were performed and the Pearson correlation coefficient was computed.
According to the study, 304 doctors (18.1% response rate) finished the survey. The
majority were men (57%), older than thirty (30%), and specialists (82%). The study
variables showed a significant positive connection (P < 0.001). Organizational trust
was found to be a strong predictor of both commitment and job satisfaction through
regression analysis.

Mahmood (2019) explored on specific HR practices and employee commitment: the

mediating role of job satisfaction. The goal of this research was to better understand,
in the context of developing nations, the mediating function that work satisfaction
plays in the influence mechanisms of particular HR practices factors, such as wage,
job stability, and job enrichment, upon employee commitment. Most importantly,
these show worker dedication. The study examined three distinct HR procedures
using a sample of 263 workers in Pakistan's banking sector. The approach of
structural equation modeling is used. The results show a positive relationship
between employee commitment and work satisfaction and remuneration techniques.
This study discovered that the intervening effect of work satisfaction only mediators
for non-financial tactics involving employee commitment and job satisfaction.

Debkota (2020) concluded that entitled Impact of organizational learning on human

resource commitment of banking sectors in Nepal has the private banks have a
higher level of organizational learning environment than the private-public banks
whereas the levels of human resource commitment in public banks were found more
than the private banks. Since the result was higher than the mean value, it can be
said that Nepalese organizations have a favorable organizational learning
environment. Additionally, it was determined that the companies' levels of
commitment were sufficient and that the human resources had a positive attitude
toward the organization. Their desire to stay on staff at their organizations shows
how much more devoted they are to them. Ownership patterns were found to

26
influence the affective, normative, and continuation commitments differently,
suggesting that ownership patterns act as moderators of commitment.

Shrestha (2020) concluded that entitled perceptions on internal marketing and

employee commitment in Nepal. Internal marketing is a dynamic aspect of the
financial sector in Nepal. For banks and insurance businesses in Nepal, it is a crucial
strategic instrument for commercial promotion. Thus, internal marketing continues
to be a crucial business strategy that positively impacts the well-being of bank and
insurance employees, who act as active internal clients within their company and
thereby increase employee loyalty. Internal marketing supports employee
dedication, professional competency, and advancement of the overall business
results. These differing viewpoints and assessments suggest that management in
Nepal's banking and insurance industries are aware of internal marketing and staff
commitment. They came to understand how crucial these elements were. As a result,
management needs to actively pursue internal marketing in order to create a synergy
between committed and satisfied workers. Employees that are dedicated, content,
and capable will improve the company's overall reputation with clients.

Aziz (2021) concluded the relationship between employees’ commitment and job
satisfaction in a private university in Erbil. Employee commitment to the task is a
greater factor in determining job satisfaction in KRG. It shows a favorable indicator
of the employees' dedication to the company and their attachment thereto. Multiple
regression analysis indicates that employees' commitment to their work stems from
their compensation and lack of other options. Additionally, the findings showed a
correlation between job satisfaction and all three of the independent characteristics.
The management of the university may utilize the outcome as a guide to improve
staff dedication. According to our research, there is a positive correlation between
job satisfaction and employee commitment. It is crucial for job satisfaction that
employees are committed, so this study set out to find out how satisfied public sector
employees were with their jobs and how much they felt their employers were
committed to them. The research was conducted in Shkoder, Albania.

27
Khanal (2021) found that entitled occupational stress and job satisfaction in
Kathmandu Valley has the majority of the respondents (65.5%) agree that they have
very long working hours, likewise 60.3% respondents feels that they have too much
work allotted to them, 51.1% respondents agree that they don't have sufficient time
to complete their work, and same like another statement 63.8% respondents agreed
that they don't have enough rest break to relax in between work, among them 31%
of the respondents were agreed that they have lack of control over the work assigned
to them and 69% respondents constantly expected to perform well at work and the
mean value of each statement lies in between 2.40 to 4.17. The occupation stress
and jod satisfaction is inverse relation among the lectures in private colleges.

Mahmood (2021) examined a study on employee commitment: the relationship

between employee commitment and job satisfaction. Examining the relationship
between work happiness and employee engagement at particular private institutions
in the Kurdistan area of Iraq is one of the study's goals. Work factors like turnover,
hierarchical citizenship behavior, and employment execution are all predicted by
organizational commitment. A portion of the components, such as authority
appropriation, job shakiness and employability, stretching and strengthening, and
part stretch, have been found to be connected to an employee's sense of
organizational commitment. The three distinct private universities served as the sites
for this investigation. To obtain pertinent data about the connection between work
satisfaction and organizational commitment, a quantitative approach was employed.
The findings showed a correlation between work satisfaction and all three of the
independent components. The management of the university can utilize the outcome
as a guide to boost staff commitment. We have observed that there is a positive
correlation between job happiness and employee commitment. Specifically, we have
found that satisfied workers are more dedicated to the business.

Megawaty (2022) examined the link between leadership style, employee

commitment, work motivation, work climate on satisfaction and performance. The

28
purpose of this study is to evaluate the direct and indirect effects of leadership style,
employee commitment, work motivation, and work environment on job satisfaction
among employees. Primary data from a survey of 221 employees are used as a
sample in this study. Structural Equation Modeling (SEM) with AMOS was used to
examine the data. The findings demonstrated that: (1) job satisfaction was positively
and significantly impacted by the leadership style, employees' commitment, work
motivation, and work climate; (2) job satisfaction served as an intervening variable
that positively and significantly impacted employees' performance, but the
leadership style had no such effect; (3) job satisfaction served as an intervening
variable that indirectly positively and significantly impacted employees'
performance, while the leadership style had no such effect; and (4) job satisfaction
positively and significantly impacted employees' performance.

Saputra, (2022) studied on the effect of job satisfaction, employee loyalty and
employee commitment on leadership style (human resource literature study). The
goal of the study is to develop a research hypothesis on the relationship between
factors that will be applied to additional studies in the field of human resource
management. This Literature Review was written using the library research
approach, which draws information from Mendeley and internet resources like
Google Scholar. This literature review's findings are as follows: 1) Leadership Style
is affected by Job Satisfaction; 2) Leadership Style is Affected by Employee
Loyalty; and 3) Leadership Style Is Affected by Employee Commitment. There are
additional elements, such as compensation, work environment, and work culture
variables, in addition to these three independent variables that influence endogenous
variables.

Afif (2023) examined a study on Factor affecting employee motivation to increase

performance of Sharia bank in Indonesia on Islamic perspective. The purpose of this
study is to investigate how employee motivation is affected by management style,
activity enjoyment, and painting surrounds in order to improve the overall
performance of Indonesia's Islamic banks. The SEM Smart PLS evaluation tool is

29
utilized in a quantitative manner. Two hundred employees of Indonesian Islamic
banks who were representatives of 20 Sharia Business Units (UUS) and 14 Sharia
Commercial Banks (BUS) were the subjects of the observation. The positive
benefits of management style, activity enjoyment, and painted surroundings on
employee motivation as well as the impact of employee motivation on the overall
performance of Indonesia's Islamic banks are the results of observation. This
observation's novelty is that an Islamic ally inspired management style, enjoyable
activities, and painting environment have the potential to significantly increase
employee motivation during work, which would improve Islamic banks' overall
performance and increase their share of the market. Theoretically, in order to
evaluate the total performance of Islamic banks, theories and measurements
pertaining to management style, activity satisfaction, and painting surroundings
must be employed. The managerial ramifications are implemented in accordance
with priorities, namely with regard to motivation, paintings environment, activity
enjoyment, and management style. The pattern is a component of the quantity and
characteristics that the people possess. The pattern used to the population must be
representative, and the conclusions drawn from it may be pertinent to the whole
public.

Nanjunde swaraswamy (2023) explored on the mediating role of job satisfaction in

the relationship between leadership styles and employee commitment. The purpose
of this study is to determine the relationship mediated by job satisfaction between
leadership styles (LS) and employee commitment (EC) among workers in small-
and medium-sized mechanical manufacturing firms (SMEs). The study employed a
cross-sectional design and a survey methodology. The hypothesis was tested using
structural equation modeling (SEM), regression analysis, and Pearson correlation
analysis. From 102 mechanical manufacturing SMEs in and around Bangalore,
India, a sample of 911 responses was gathered. Age, employee experience, the
superior's level of satisfaction, and job satisfaction are all factors that affect EC in
SMEs that manufacture mechanical goods. The study discovered that a portion of
the link between LS and EC is mediated by job satisfaction. Because the study is

30
cross-sectional in nature and measures and quantifies the various factors at a
particular moment in time, it is unable to provide results over an extended period of
time. Managers and supervisors have a responsibility to demonstrate a
comprehensive understanding of labor standards (LS) that fosters a positive work
environment and increases job satisfaction in order to increase employee
engagement in mechanical manufacturing SMEs.

Shahriari (2023) examined a study on the effect of green organizational culture on

organizational commitment: The mediating role of job satisfaction. The goal of the
research is to provide a novel framework for green organizational culture and
explore how job satisfaction functions as a mediator to examine how green
organizational culture affects organizational commitment. This study is based on the
novel notion that using green practices in organizations can benefit businesses
internally as well as the environment. Environmental concerns are a major worry for
individuals nowadays. They prefer to work in a setting that adheres to broad
environmental standards. They are therefore more satisfied and committed when
they operate in an environmentally friendly environment. Thus, businesses can boost
organizational commitment and raise employee work satisfaction by fostering a
green culture. To examine the data, Smart PLS was used to do structural equation
modeling using partial least squares. The findings indicate that, through job
satisfaction, there is a clear correlation between organizational commitment and
green organizational culture.

Astuti (2023) analyzed on the effect of compensation, transformational leadership

on employee commitment through job satisfaction as a mediating variable. The
purpose of the study is to ascertain how employee work happiness and
compensation, as well as transformational leadership, affect commitment. The
Office of the Head of Bandar Tinggi Village, Bilah Hulu District, Labuhanbatu
Regency was the site of this study. To process data, IBM SPSS Statistics 26 is used.
Path analysis approaches are employed in a quantitative manner as the research
method. Thirty individuals served as samples for this investigation. use a saturated

31
sampling approach for sampling. Interviews and the distribution of questionnaires
were used to collect data. It may be inferred from the research that transformative
leadership and remuneration have a major impact on commitment through work
satisfaction. The compensation test findings indicate that it has a substantial effect,
with a value of 0.03, p < 0.05. The impact of transformational leadership is
noteworthy, exhibiting a significant value of 0.000 (<0.05). The direct effect is -
0.204, however the indirect compensation has a significant effect of 0.208.
Additionally, transformational leadership has a large direct effect of -0.224 and an
indirect influence of 0.570. Work commitment is influenced by both
transformational leadership and compensation, i.e., an employee's dedication to their
work is inextricably linked to both. Employee commitment to work will be higher
if the organization uses a transformational leadership approach and pays properly.

Endeshaw (2023) examined a study on the mediating effect of job satisfaction on

the link between employees’ motivation and job performance. The study's objective
was to investigate how job satisfaction influences the relationship between workers'
motivation and output. To choose respondents, stratified sampling was used in
conjunction with basic random sample procedures at Tikur Anebessa Hospital in
Addis Ababa, Ethiopia. With the use of SPSS and Amos 23 software, data
processing techniques included multiple regression, correlation, and descriptive
statistics. According to the study's findings, there was a positive relationship and
considerable impact (i.e., 53.4% explanation) between the mediator and all of the
independent factors on job performance. It has been demonstrated that the
independent (employee motivation) and dependent variables (work performance)
are partially mediated by the mediating variable, job satisfaction. Therefore, it is
advised that in order to improve employee job performance, motivation and job
happiness should be taken into account.

2.3 Research Gap

The impact of human resources management methods on outcomes including
employee discontent, commitment, retention, presence, loyalty, and organizational

32
fairness has been noted by numerous scholars. A small number of academics have
investigated the effects of unsatisfied employee retention in the banking sector.
There is a dearth of research on HRM methods and their effectiveness in Nepal's
public sector banks, as well as a dearth of studies on employee retention and
satisfaction in the country's commercial banking industry. This study fills this
vacuum in the literature by examining the financial services industry in Nepal.

33
 CHAPTER-III
RESEARCH METHODOLOGY

This chapter outlines the statistical tools and approaches used to achieve the study's
stated goal. In essence, it describes the research strategy applied in this investigation.
It goes into detail about the test statistics that are utilized in the study, the data
collection methodology, the type of data sources, the analysis method, and the
sampling and selection process. It is essentially an exploratory research study that
pursues survey design. The respondents to this survey comprised workers in the
banking industry in Nepal at different levels. The study's goals are accomplished
through the utilization of primary data. The method of opinion surveys is used to
gather primary data. Appropriate methods and instruments are used for the
investigation. Several statistical tools are utilized in study. Utilizing SPSS 26
software, it tabulated and evaluated the data that was collected, mostly utilizing
descriptive and analytical methods. The discussion of the study's design, several data
sources, an explanation of the research tool, and techniques for gathering and
analyzing data are covered in the part that follows. A detailed breakdown of the
research methodology used in this study is provided below.

3.1 Research Design

Descriptive and causal comparative designs have been employed in order to meet
the study goal. A large body of literature was examined to determine employee
commitment and job satisfaction. Using sets of questionnaires, survey data were
gathered from the respondent's numerous employees. Employees from various
departments within the bank were given questionnaires regarding job satisfaction,
and the purpose of the questionnaires was to get their feedback on the current state
of employees' commitment to their respective domains. The five-point Likert scale
was used to organize the questions in order to gather feedback on the variables
associated to employee commitment and work satisfaction.

34
3.3 Population and Sample
The majority of workers at commercial banks were included in this survey as
population. As part of the convenience sample approach, 207 persons, including
officers, and 10 commercial banks were chosen from among the broad population
of organizations and individuals. The table below lists the names of the companies
and people the study looked at.

Table 1
Sample of Respondents
Name of Bank No. of Distributed
No. of Received
Questionnaire Questionnaire
Nepal Bank Limited 25 13
Rastriya Banijya Bank Limited 25 16
Everest Bank limited 25 24
Nabil Bank Limited 25 21
Nepal Investment Megha Bank 25 25
Himalayan Bank Limited 25 22
Nepal SBI Bank Limited 25 23
NIC Asia Bank Limited 25 20
NMB Bank Limited 25 21
Global IME Bank Limited 25 22
Total 250 207
(Source: Questionnaire Survey, 2023)
As presented in Table 1, total 250 questionnaires were distributed and 207 were
usable for the research purpose.

3.4 Nature and Source of Respondents

The respondent's nature allows for a variety of study perspectives. Numerous
demographic factors, such as institutional categories, age, sex, tenure, experiences,
and qualifications, can be used to categorize the type of respondent.

35
3.4.1 Age of Respondents
In this study, respondents from a range of age groups were included. The definitions
of age categories were taken from the questionnaire. Generally, individuals who are
older than 20 have been selected.

3.4.2 Gender Group of Respondents

According to the market picture, banks rank among the most desirable employers
for the younger generation of Nepalese workers. The sample included respondents
of both genders. The frequency distribution of the male and female groups is
displayed in table 3.3 below.

Table 2
Frequency table of gender groups
Frequency Percent
Male 121 58.60
Female 86 42.40
Total 207 100.0
(Source: Questionnaire Survey, 2023)

Above Table 2 shows that 58.60 % male and 42.40% female were included in the
survey. It indicates that the majority of the male respondents were included in the
study.

3.4.3 Job Tenure of Respondents

Respondents of the survey had different job experience in Nepalese banking industry
in Nepal. Following table 3 shows respondents frequency distribution of tenure.

36
Table 3
Job Tenure of Respondents
Frequency Percent
Below 5 117 56.52
5 to 9 58 28.02
10 and above 32 15.46
Total 207 100
(Source: Questionnaire Survey, 2023)
Table 3 presents that majority of the respondents had below 5 years job experience
in banking sector i.e. 56.52% of total respondents, 28.02% respondents were found
5 to 9 years and 15.46% having 10 and above years job tenure in same bank.

3.4.4 Education Level of respondents

Respondents were also classified according to their education level. Respondents
were coded in the Master's degree, bachelor degree and higher secondary. The
following table shows the frequency distribution of respondents in this study in
different education levels.

Table 4
Education Levels of Respondents
Frequency Percent
Master Degree 140 67.63
Bachelor 56 27.05
Higher Secondary 11 5.32
Total 207 100
(Source: Questionnaire Survey, 2023)

The Table 4 shows the high level of employees having Master degree that scores
67.63% among the total respondents, 27.05% having bachelor degree and the below
bachelor in only 5.32%.

37
3.4.5 Current Working Position of Respondents
A large number of the responders to this questionnaire are employed by banks.
Additionally, it indicated whether the respondents are employed at the officer, below
officer, or above officer levels. The respondents' current working level is shown in
the following table.
Table 5
Working Level of Respondents
Frequency Percent
Below Officer Level 51 24.64
Officer Level 103 49.76
Above Officer Level 53 25.6
Total 207 100
(Source: Questionnaire Survey, 2023)
The above table shows the frequency of working level of respondents where 24.64%
are working as below officer level, 49.76% are working as the officer level and rest
25.6% are working above the officer level.

3.5 Data Collection Techniques

Because the focus of this study was on employees' perceptions of job satisfaction
and commitment in the Nepalese banking sector in Kathmandu, it was entirely
dependent on primary data. An employee's dedication and job satisfaction were
analyzed using a five-point Likert-type scale questionnaire. One was for extremely
satisfied, two for satisfied, three for neutral, four for displeased, and five for strongly
unhappy on the surveys.

3.6 Data Analysis Tools

All information was first gathered via a questionnaire, after which it was organized.
All of the completed surveys from the respondents were gathered, examined, and
properly formatted into tables. The Statistical Package of Social Science (SPSS
25.0) and Microsoft Excel are the computer programs used to gather and process the
data. The measurements or equipment used to assess the data gathered from the
questionnaire survey are known as statistical tools. Taking into account the essential

38
tools needed for the study, the primary statistical tools used in this investigation were
Mean, SD, C.V., descriptive statistics, Coefficient of correlation (r), Regression
analysis, f-test, and ANOVA.

Regression Analysis and Model Specification

Regression analysis indicates movement direction but not relative movement in the
variables under investigation. We can determine the relative movement in the
variables with the use of regression analysis. Analysis of regression for the given
variable.-have been computed and analyzed.

With multiple regression analysis, employee commitment that influences employee

happiness can be measured and assessed econometrically. A statistical technique
that makes it easier to estimate or forecast the value of the dependent variable from
the value of the independent variable is multiple regression analysis. The dependent
variable in this study is employee happiness, while the independent factors are
affective attachment, continuation loyalty, and responsiveness/normative
commitment. Multiple coefficient of determination, standard error of estimate, and
least squares approaches are typically computed for this purpose in multiple
regression analysis. The equation for multiple regression is Y = a + b1 x1+ b2 x2+
b3 x3.
The model used in the study explains the following equation.

Model: ES = a + b1AA + b2CL+ b3 NC+ b4 IC

Where,
a= Regression intercept, which indicates satisfaction does not go below this point
even if other variables have zero value.
b = Multiple regression coefficient.
AA= Affective Attachment
CL = Continuance Loyalty
NC = Normative Commitment
IC = Internalization Commitment
39
3.7 Research Framework
The research framework shows a relationship that exists between job satisfaction
and employee commitment.

Independent Variables
Employee Commitment
 Affective Attachment
 Continuance Loyalty Dependent Variables
 Responsiveness/Normativ Employee Satisfaction
e Commitment
 Internalization
Commitment

(Source: Saputra, 2022, Mahmood, 2021, Aziz, 2021, Debkota, 2020, DeSousa,
2018 and Valaei and Rezaei, 2016)
Figure 1
Research Framework

Based on the synthesis and assessment of the literature, the study framework has
proposed that employee commitment, measured by their varied levels of
commitment, determines job satisfaction. General factors that affect employee
commitment and lead to their happiness with their work or organization include
compensation, salaries, benefits, and working conditions; management and
leadership; job security; and opportunities for promotion. Employee commitment
may be positively impacted significantly by factors that determine job happiness,
according to theory. Employee commitment is directly correlated with job
happiness. Increased income, benefits, and favorable working circumstances all
contribute to increased job satisfaction, demonstrating a clear correlation between

40
the two. Lastly, an overview of job satisfaction, its factors, and employee
commitment has been given by the review of the literature. The literature review
incorporated any relevant research that was found related to the banking industry.

Definitions of variables
Dependent Variables
Employee Satisfaction
Work contentment, sometimes known as job satisfaction, is a multifaceted
phenomenon. The following themes relate to what makes work fulfilling: inventing
something new, applying abilities, working tirelessly, exercising initiative, taking
responsibility, interacting with others, and collaborating with knowledgeable others.
However, doing monotonous job, contributing little to nothing, completing pointless
duties, experiencing insecure, and being overly carefully watched lead to employee
unhappiness.

Independent Variables
Affective Attachment
"An individual’s attitude towards the organization, consisting of a strong belief in,
and acceptance of, an organization’s goals, willingness to exert considerable effort
on behalf of the organization and a strong desire to maintain membership in the
organization" is the definition of affective organizational commitment. (Mowday et
al., 1982 cited in Eby et al., 1999).

Continuance Loyalty
Buitendach and de Witte (2005) Make the argument that employees' inclination to
feel devoted to their company can be understood as a result of their understanding
of the costs involved with quitting the company. This is known as continuation
commitment.

41
Responsiveness/Normative Commitment
Normative commitment can be conceptualized as the belief that “employees have a
responsibility to their organization” (Bagraim, 2003). Wiener (1982) defines
commitment as the “totality of internalized normative pressures to act in a way
which meets organizational goals.” According to Bagraim (2003), Employees who
feel it is their obligation to comply experience normative commitment. According
to Sparrow and Cooper (2005), normative commitment is predicated on feelings of
loyalty and obligation and includes an employee's sense of duty and responsibility
towards a company.

Internalization or Overall Commitment

This represents an employee's total dedication to the organization. Internalization
commitment is predicated on conformity to organizational work values. Here,
suggest that the level of internalization commitment will be determined by the
person's motivation as well as how important they believe the work to be (Rezaei,
2016).

42
 CHAPTER-IV
DATA PRESENTATION AND ANALYSIS

This study examines the data and provides an explanation of the analysis's
conclusion in this chapter. The study's main goals were to evaluate the commitment
and job satisfaction of employees in the banking industry in Nepal and to examine
the relationship between the two. A 42-item questionnaire covering three categories
of employees' organizational commitment and job satisfaction was created after
taking into account the body of research and previous studies. Through the
questionnaire, the views of the Nepalese Commercial Bank staff were gathered. Out
of the 250 surveys that were issued, only 207 with an 82.50 percent response rate
were returned. In order to gather respondents' self-reported attitudes, survey
questionnaires were created. Each variable is scored using a five-point rating scale
that goes from "strongly disagree" to "disagree," "neutral," "agree," and "strongly
agree." The sections pertaining to job satisfaction and other forms of commitment
have a list of the respondents' survey ratings for each.

4.1 Descriptive Statistic Analysis of Employee Commitment and Job

Satisfaction
4.1.1 Level of Employees Commitment
The purpose of the study is to determine how commitment in a certain organization
is impacted by work satisfaction. In this study, commitment is interpreted as the
result of job satisfaction. Employees that work in customer satisfaction are required
to be dedicated to the company and strongly believe in its objectives. But does work
satisfaction encourage organizational loyalty among commercial bank employees?
According to La Lopa (1997), organizational commitment is significantly predicted
by work satisfaction. Three organizational commitment components have been used
in this study to evaluate this fact. The three components of the Nepalese banking
sector affective, continuation, and normative commitment—are described in this
section.

43
A questionnaire poll was conducted to find out what the employees thought about
this. A questionnaire with a five-point Likert scale was created, with 1 denoting
strongly agreed and 5 The three levels of commitment in this study were measured
using sixteen questions that were strongly disagreed with and personally sent to the
respondents for their input. All respondents' mean response rating values for these
questions, known as the mean response questions, vary from 1 to 5. There are no
contributing factors that cause values to fall into the highly disputed (>4.5) and
strongly agree (<1.5) categories.

4.1.1.1 Affective Attachment with Organization

It was evaluated using six different questionnaires. Through the use of
questionnaires, respondents' perceptions were gathered, and mean and standard
deviation were calculated through descriptive analysis. This construct has a
composite mean value of 3.76. It indicates that workers in the banking industry have
a modest level of affective attachment. Table 6 displays the positions of various
components.

Table 6
Descriptive statistics for the dimensions of Affective Attachment

Definition Min. Max. Mean Std. Dev.

Ready to spend my career in this organization. 1 5 3.98 1.25
I am always concern with the organization's 1 5 3.99 1.34
problems and committed to solve it.
I do not feel like part of my family at my 1 5 3.65 1.02
organization.
I do not feel emotionally attached to this 1 5 3.89 1.19
organization.
This organization has great deal of personal meaning 1 5 3.75 1.16
for me.
I do not feel strong sense of belonging to my 1 5 3.32 0.85
organization.
Total 3.76 1.14
(Note: Questionnaire Survey, 2023)

44
The five-point Likert scale, often known as an interval scale, is displayed in Table
6. The six statements are included in the affective attachment independent variable.
The average mean response for statements 1, 2, 3, 4, 5, and 6 is 3.76, with standard
deviations of 1.25, 1.34, 1.02, 1.19, 1.16, and 0.85 corresponding to 3.98, 3.99, 3.65,
3.89, 3.75, and 3.32. This indicates that most participants agree with the six
propositions that explained affective connection. It is possible to draw the
conclusion that affective attachment plays a major role in why employees work for
the company and feel a connection to it.

4.1.1.2 Continuance Loyalty

Five questions are used to gauge an employee's commitment to continuity in the
banking industry in Nepal. This is known as continuity loyalty. The composite mean
value of this construct is 3.53, with a standard deviation of 1.12. This indicates that
employees in the banking sector in Nepal have a modest level of commitment to
continuing their work. Table 7 displays the positions of various components.

Table 7
Descriptive statistics of continuance loyalty

Min. Max. Mean Std. Dev.

Definition
It would be hard for me to leave the organization if 1 5 3.04 1.27
wanted to leave my organization.
Too much of my life would be disrupted if I leave my 1 5 3.96 1.27
organization.
Right now, staying in my organization is a matter of 1 5 3.54 0.94
necessity as much as desired.
I believe that I have too few options to consider 1 5 3.74 1.28
leaving this organization.
One of the few negative consequences of leaving 1 5 3.58 1.10
organization is scarcity of alternative.
It would be hard for me to leave the organization if 1 5 3.32 0.85
wanted to leave my organization.
Total 3.53 1.12
Note: Questionnaire Survey, 2023

45
From 1 to 5, the average mean value between the likert scale ranges is shown in
Table 7. When it comes to answers to questions on loyalty or continuance
commitment, the mean values are 3.04, 3.96, 3.54, 3.74, 3.58, and 3.32, respectively.
The variables' average mean value is 3.53, indicating that the majority of workers
agree with the claims or, to put it another way, are devoted to their companies.

4.1.1.3 Responsiveness /Normative Commitment

Five questions were created in order to gauge the level of normative commitment
exhibited by workers in the banking sector in Nepal. According to Allen and Meyer
(1990), the researcher made the assumption that the employees' sense of duty to
remain with the company would be obtained from those questionnaires. The
normative commitment construct appears to be very consistent internally. 3.28 is the
composite mean value, falling into the moderately average range. The degree of
normative commitment is displayed in Table 8.

Table 8
Descriptive statistics of Responsiveness/Normative commitment

Definition Min. Max. Mean Std. Dev.

I do not feel any obligation to remain with my current 1 5 3.49 1.02
employer.
Even if it for my advantage, I don’t feel it would be right 1 5 3.34 0.81
to leave to the employer.
I would feel guilty if I left my organization now. 1 5 3.07 0.69
This organization deserves my loyalty. 1 5 3.15 0.67
I would not leave my organization right now because of 1 5 3.31 0.77
sense of obligation.
I do not feel any obligation to remain with my current 1 5 3.32 0.85
employer.
Total 3.28 0.80
(Note: Questionnaire Survey, 2023)

The strongly disagree to strongly agree range is displayed on the Likert scale. The
five-point Likert scale, which is regarded as an interval scale, is displayed in the

46
table. The six propositions are included in the normative commitment independent
variable. The average mean response for statements 1, 2, 3, 4, 5, and 6 is 3.28, with
standard deviations of 1.02, 08, 0.69, 0.66, 0.77, and 0.85, respectively. The average
mean response is 3.49, 3.34, 3.07, 3.15, 3.31, and 3.32. In a similar vein, every
statement indicates that most people agree. Similarly, normative commitment
statistics indicate the average degree to which most people agree based on the
questions.

4.1.1.4 Internalization Commitment

This is an illustration of a worker's unwavering commitment to the company.
Compliance with organizational work ideals is a prerequisite for internalization
commitment. Here, it is proposed that an individual's motivation and perception of
the importance of the task will both have an impact on their level of internalization
commitment (Rezaei, 2016).

Table 9
Descriptive statistics of Internalization Commitment

Definition Min. Max. Mean Std. Dev.

This is the best platform for me to grow my career and life so 5 3.67 0.93
1
far other than anywhere.
This organization always gives me the value as their needs. 1 5 3.18 0.83
Growth of organization and myself is always correlated to 1 5 3.09 0.9
each other
My knowledge and experience have been always appreciated 1 5 3.89 0.65
by the organization.
Sometimes I compare myself with the other organization and
1 5 2.89 1.09
I feel satisfy with this organization.
Total 1 5 3.344 0.88

(Note: Questionnaire Survey, 2023)

The strongly disagree to strongly agree range is displayed on the Likert scale. The
five-point Likert scale, which is regarded as an interval scale, is displayed in the
table. The five propositions are included in the independent variable of normative
commitment. The average mean response for statements 1, 2, 3, 4, 5, and 6 is 3.67,

47
3.18, 3.09, 3.89, and 2.89, with corresponding standard deviations of 0.93, 0.83,
0.90, 0.65, and 1.09, and an average total mean of 3.344. In a similar vein, every
statement indicates that most people agree. Similarly, internalization commitment
statistics indicate the average degree to which most people agree based on the
questions.

4.1.2 Level of Job satisfaction

In the current study, work satisfaction among workers of Nepalese Commercial
Bank is measured using a scale developed and standardized by Ganguli (1983). It
attempts to gauge each person's level of job satisfaction. The Likert method of
summated ratings, on which the scale is based, offers the practical benefits of
simplicity and convenience of creation while also not violating any significant
theoretical considerations.
Each of the 26 items on the scale used in this study had five possible responses,
ranging from strongly disagreed to strongly agreed. It addresses the six aspects of
work satisfaction listed below:
a. Work itself,
b. Pay and other financial benefits,
c. Promotional and training opportunities,
d. Job security,
e. Management/ supervisor and,
f. Colleagues/ co-workers.
g. The position of other factors can be seen in the table 10

48
Table 10
Descriptive statistics for the dimensions of job satisfaction

Definition Min. Max. Mean Std. Dev.

My job gives me a chance to do the things that I feel I 1 5 3.01 1.30
do best.
I am satisfied with the allotment and planning of my 1 5 3.88 1.26
work.
I am satisfied with my present salary. 1 5 3.53 0.92
I am satisfied with my chances of getting a better type 1 5 3.69 1.25
of job.
I shall not lose my job so long as I work efficiently. 1 5 3.59 1.08
My immediate superior is reasonable in the work he 1 5 3.32 0.85
expected from me
Total 3.50 1.11
(Note: Questionnaire Survey, 2022)

The five-point Likert scale, often known as an interval scale, is displayed in Table
10. The six statements are included in the work satisfaction dependent variable. The
average mean response for statements 1, 2, 3, 4, 5, and 6 is 3.50, with standard
deviations of 1.30, 1.26, 0.92, 1.25, 1.08, and 0.85, respectively. The average mean
response is 3.01, 3.88, 3.53, 3.69, 3.59, and 3.32. Therefore, it indicates that the
majority of participants concur with the explanation of the six claims provided by
work satisfaction. We can draw the conclusion that employees are primarily
motivated to work for a company by job happiness, and that management must
provide them with the support they need to advance in their careers.

4.2 Relationship between Organizational Commitment and Job Satisfaction

Here, an attempt has been made to demonstrate the correlation between job
satisfaction and organizational commitment as well as the degree of relationship
between the variables. The purpose of the current study is to evaluate the effect of
commitment on job satisfaction in Nepali financial institutions.

To evaluate the strength or degree of the association between the elements or study
variables, a correlation matrix was generated. It illustrates how the commitment
49
variables and job satisfaction are related to one another. The association matrix
between various employee commitment categories and job satisfaction is displayed
in Table 11.

Table 11
Correlation among the study variable
Variables JS AC CC NC IC
Job Satisfaction (JS) 1
Affective Commitment (AC) .212** 1
Continuance Commitment (CC) .347** .152* 1
Normative Commitment (NC)
.110 .065 .113 1
Internalization Commitment (IC) .67* .087 .235 .527 1

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

*. Correlation is significant at the 0.05 level (2-tailed).
With the exception of normative commitment, all of the variables in Table 11 above
have positive correlations with one another at the level of 1% and 5% significance.
It is important to note the relationship, along with matching P-values, between job
satisfaction and affective, continuation, normative, and internalization
commitments. Expect normative commitment with work satisfaction, affective
commitment, and continuation commitment, as all P-values are less than 0.01.
Additionally, it was determined that the companies' levels of commitment were
sufficient and that the human resources had a positive attitude toward the
organization. Every variable has a significant relationship. The correlations between
job satisfaction, affective commitment, continuation commitment, normative
commitment and internalization commitment are 0.212, 0.347, 0.11 and 0.67,
respectively.

Therefore, there is a 0.67 correlation between internalization commitment and job

satisfaction. Between-variable correlation is positive. As a result, the correlation
table demonstrates the positive link between various commitment types and job
satisfaction Mahmood (2021). According to the data, job satisfaction is positively

50
correlated with continuous dedication more so than other factors. Workers with
greater organizational loyalty are able to do more than others because their level of
dedication to their work and organization is based on how satisfied they are with the
treatment they receive from their employers. The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction,
Saputra (2022).

4.3 Effect of job satisfaction on Various Components of commitment

Relationship between employee’s organizational commitment and job satisfaction
are tested using the regression model. Job satisfaction is regressed with the variables
of commitment to see their relationship and relative importance.

4.3.1 Effect of Employees Commitment on Job Satisfaction

Regression analysis is used to evaluate the statistical significance and the impact of
independent variables on dependent variables. The model's research hypotheses
were tested using linear regression with a robust standard error. It is a method for
figuring out which linear regression model's unknown parameters are. It is used
when there is a certain level of correlation between the observations or when the
variances of the observations are not equal.

When it gives each observation identical weight or relevance, the OLS approach
ignores information about the dependent variable's unequal variability; however,
when GLS takes this information into account, it can yield estimators that are more
accurate (Gujarati, 2003). Considering job satisfaction as the dependent variable (Y)
and affective, continuance, normative and internalization commitments as the
independent variables (X). Affective, Continuance, Normative and internalization
commitments are regressed with the dependent variable of job satisfaction in order
to determine the relative significance of the independent variable. The tables below
display the results of the regression.

51
Table 12
Model Summary of job satisfaction
Model R R Adjusted R Std. Error of the
Square Square Estimate Durbin-Watson
1 .429 .184 .172 .64835 1.676
a. Predictors: (Constant), Affective Commitment, Continuance Commitment,
Normative Commitment and Internalization Commitment
b. Dependent Variable: Job Satisfaction
In this case, r2 denotes the proportion of variability that satisfaction can account for.
Since the modified R2 takes the sample size into consideration, it is a more
trustworthy statistic. The degree to which the connection is dependable and how
much it is influenced by the inclusion of independent variables is assessed using
adjusted R-squared. Adjusted R-squared will fall with an increasing number of
pointless variables included in the model, but it will rise with an increasing number
of useful variables included in the model. The magnitude of the impact on dependent
variables is shown by the size of the coefficient for independent variables. The
direction of the influence is indicated by the coefficient's sign (positive or negative).
The standard error indicates the average deviation of the coefficient from the
regression line.

Table 13
ANOVA table
Sum of
Model Squares df Mean Square F Sig.
1 Regression 19.052 3 6.351 15.108 .000
Residual 84.492 201 .420
Total 103.544 204
a. Dependent Variable: Job Satisfaction
b. Predictors: (Constant), Affective Commitment, Continuance Commitment,
Normative Commitment and Internalization Commitment

52
The overall summary and significance of the independent and dependent variables
are displayed in the ANOVA table. The influence of the independent variables—
Affective, Continuance, Normative, and Internalization commitments—on the
dependent variable, Job satisfaction, is shown in this table. The impact is statistically
significant at the significance level of 0.05, or 0.000. A substantial discovery merely
indicates that you can be sure that the data are real and not the result of random
chance while selecting the sample. Given that there is less than a 5% chance that the
null hypothesis is true (and the results are random), it suggests strong evidence
against it. To determine whether there is a significant relationship between these
variables, the calculated p-value must be less than the 5% significance level.

Table 14
Regression Coefficients

Unstandardized Standardized
Coefficients Coefficients
Model t Sig.
Std.
B Beta
Error
(Constant) 0.937 0.335 2.79 0.006
Affective Commitment 0.188 0.07 0.173 2.691 0.008
Continuance
0.329 0.061 0.35 5.366 0.000
Loyalty/Commitment
Normative Commitment 0.129 0.125 0.067 1.03 0.304
Internalization
0.479 0.035 0.218 3.25 0.021
Commitment
a. Dependent Variable: Job Satisfaction

Y = a + b1x1+b2x2+b3x3+b4x4
JS = 0.937 + 0.188AA + 0.329CL + 0.129NC + 0.479IC

Regression coefficient statistical significance is determined by taking into account

both the t-value and the corresponding P-value. For example, for a, the t-value is
2.790 and the P-value is 0.006, or 0.6%. It demonstrates the statistical significance
of computed "a." Affective commitment, continuance commitment, commitment,

53
and internalization commitment all had a positive effect on job satisfaction; these
effects are statistically significant at the 5% significance level, with coefficients of
0.188, 0.329 and 0.479, respectively. However normative commitment has the p-
value of more than 5 percent that is why normative commitment is statistically
insignificant. It can be said that the employees may prioritize the self-commitment
than organization. There may be some dissatisfaction towards the organization in
their perception. The regression's P-value is 0.000 and the R-square value is 18.4%,
both of which are statistically significant at the 0.05 level of significance. The results
of Megawaty's (2022) study, which found a similar association between job
satisfaction and affective, continuance, normative, and internalization
commitments, indicate that job satisfaction has a direct and beneficial impact on
employee performance.

4.4 Major Findings

This part of study tries to summarize the findings of current research study.
 The findings indicate that job satisfaction among banking industry employees
in Nepal is mediocre. The average result (3.50) is within the moderately agree
range and exceeds the average. In the banking sector of Nepal, the four
components of commitment—affective commitment, normative
commitment, internalization and continuation commitment—were also noted
separately.
 The findings indicated that employee engagement in the banking industry in
Nepal was on the average level. When the components of commitment were
examined separately, normative commitment had a mean score of 3.28 and
internalization commitment had a mean score of 3.344, which was lower than
the other components.
 The relationship between affective commitment, normative commitment,
continuation commitment, and job satisfaction. Job satisfaction and affective
attachment have a correlation of 0.212, job satisfaction and continuation
commitment have a connection of 0.347, and job satisfaction and normative

54
 commitment have a correlation of 0.110 and job satisfaction and
internalization commitment have a correlation of 0.67.
 The correlation table demonstrates that there is a considerable association
between various types of obligations and job satisfaction, with the correlation
between the variables being greater than 0.67 and significant.
 Table 12 demonstrates that the regression model's R Square is 0.184. It
demonstrates how 18.40 percent of the dependent variables' explanation
comes from the independent variables. The remaining 81.6 percent explains
the other factors. Overall, this study's model is sound.
 Table 13 demonstrates that the p-value is less than 0.01 at 0.000. It can be
inferred that the model is appropriate for the investigation because it is
significant at the 99 percent confidence level.
 Table 14 demonstrates that job satisfaction (β1 = 0.936) is determined by
looking at the standardized regression coefficient (β) values. Employee job
satisfaction combined with affective commitment and positive reinforcement
from Nepal's commercial banks could be the outcome.
 It demonstrates the statistical significance of computed 'a'. While normative
commitment is favorably insignificant even at a significance level of 10%,
affective and continuation commitments have a positive impact on job
satisfaction and are statistically significant at a significance level of 5%, with
coefficients of 0.008 and 0.000, respectively. The regression's P-value is
0.000 and the R-square value is 18.4%, both of which are statistically
significant at the 0.05 level of significance. Therefore, there is a linear
association between affective, continuance, and normative commitments and
job satisfaction.
 This study has spent a great deal of time and energy examining the
relationship between commitment and fulfillment. As a result, these attitudes
are congruent with both individual and organizational outcomes. Research
has demonstrated that work satisfaction and organizational commitment are
inversely correlated with turnover intent (Mahmood 2021) and favorably
correlated with performance (Benkhoff, 1997; Clugston, 2000).
55
 Numerous scholars have proposed that organizational commitment can be
predicted by job satisfaction (Megawaty 2022). Most studies show that
dedication and satisfaction are positively correlated (Saputra; 2022, Harrison
& Hubbard, 1998; Norris & Niebuhr, 1984; Ting, 1997).
 This study discovered a relationship with matching P-values between job
satisfaction and affective, continuance, normative and internalization
commitments. Expect normative commitment with affective commitment
and job satisfaction as all P-values are smaller than 0.01. Every variable has
a significant relationship. Work satisfaction and affective commitment have
a correlation of 0.212; work satisfaction and continuation commitment have
a correlation of 0.347; while job satisfaction and normative commitment have
a correlation of 0.110 and job satisfaction and internalization commitment
have a correlation of 0.67. The correlation table indicates that there is a
substantial association between various types of commitments and job
satisfaction, since the correlation between the variables is greater than 0.67.
 Similarly, affective and continuance commitments have a positive effect on
job satisfaction; these are statistically significant at the 5% significance level,
with coefficients of 0.008 and 0.000, respectively, while normative
commitments are positively insignificant even at the 10% significance level.
The regression's P-value is 0.000 and the R-square value is 18.4%, both of
which are statistically significant at the 0.05 level of significance. Therefore,
there is a linear association between affective, continuance, and normative
commitments and job satisfaction. To sum up, the results of the study support
the previous theory. There is a positive correlation between job satisfaction
and staff commitment in Nepal's commercial banks.

56
 CHAPTER-V
SUMMARY, CONCLUSION AND RECOMMENDATIONS
This chapter contains the overview, conclusions, and helpful recommendations. This
provides a brief overview of each study chapter and the overall findings from the
analysis of relevant study. A study would not be complete without any suggestive
findings, so in order to provide guidelines for further development and improvement
in the context of job satisfaction as well as corrective recommendations for their
elimination.

5.1 Summary
The current study's main objectives were to look at the relationship between job
satisfaction and employee commitment in the banking sector of Nepal. The bank
employees in the Kathmandu Valley have been the focus of the investigation. In
order to accomplish the stated goal, the study made an effort to develop descriptive
and analytical research methodologies. The study's primary methodological
approach can be summed up as follows. In essence, the research was an exploratory
study that followed survey design. The method of opinion surveys was used to
gather primary data.

The appropriate tools and techniques were used in the study. Several evaluations of
the literature were done in order to ascertain job satisfaction and staff commitment.
To find out what the respondent's numerous employees thought about the job
satisfaction and employee commitment factors, a 5-point Likert scale questionnaire
was utilized to gather survey data. For the study, a total of ten commercial banks
were selected as the sample. The mean value of each variable in this response is
determined, and the standard deviation is used for a variation test to assess the
dependability of the results. As proposed in this study, correlation and regression
were utilized to assess the association between the domains of employee
commitment and work satisfaction in Nepal's banking sector. Similar to the previous

57
level, the scale rating was divided into five categories: strongly agree, agree, neutral,
disagree and strongly disagree.

As descriptive static measures, the study used the mean and standard deviation of a
number of commitment and job satisfaction variables. ANOVA (F static) was used
to test the hypothesis that there is a significant difference between work satisfaction
and employee commitment. The impacts of work satisfaction and employee
commitment were also computed using the OLS regression equation. The
association between job satisfaction and emotional commitment is 0.212, the
correlation between job satisfaction and continuation commitment is 0.347, and the
correlation between job satisfaction and normative commitment is 0.110 and job
satisfaction and internalization commitments is 0.67. Therefore, these findings
support the previous research.

5.2 Conclusion
The principal goal of this study was to ascertain how employees in the banking
industry relate to organizational commitment and work satisfaction. The study's
findings show that, among the sample of employees chosen to take part in the study,
job satisfaction and organizational commitment are statistically significantly
correlated. The present study's findings demonstrate a robust and affirmative
relationship between job satisfaction and organizational commitment among
banking industry workers. However, there is reason for concern over the degree of
organizational commitment and work satisfaction. Considering the strong
correlation between job happiness and organizational loyalty, it's plausible that a
large number of workers are sticking with their current careers because they have
few other options. Consequently, they are likely to have low levels of affective,
normative, and continuous commitment, which will likely translate into poor levels
of job satisfaction. In fact, the results of the present study support this.

According to this study, there is a 0.212 link between affective commitment and job
satisfaction, a 0.347 correlation between job satisfaction and continuation

58
commitment, and a 0.110 correlation between job satisfaction and normative
commitment. The variables have a correlation of more than 0.429. As a result, the
correlation table demonstrates the high association between the variables for
commitment types and job satisfaction. The regression model's R Square is 0.184.
It demonstrates that 18.4% of the dependent variables' explanation is provided by
the independent variables. The remaining percentage explains the other factors. The
p-value is less than 0.1, at 0.000. It can be inferred that the model is appropriate for
the investigation because it is significant at the 95 to 99 percent confidence level.

5.3 Recommendations
The management of the bank might use the findings as a guide to increase employee
commitment. Job satisfaction and employee commitment are positively associated.
According to the study, job happiness is positively impacted by employee
dedication, and commitment from employees is essential to job satisfaction. The
purpose of this study was to determine the degree of job satisfaction and perceived
organizational commitment among employees in Nepal's banking industry.
Employee commitment to the organization is high when they are satisfied. Raising
this aspect may lead to a rise in organizational commitment in this group given the
low level of promotion satisfaction and the significant positive association between
job satisfaction and organizational commitment? The commercial banking sector is
the only one included by this study. It may be necessary to conduct additional
research in the industrial or service industries.

The approach of this study is based on the three component commitment model.
Further research that considers the five element model and provides insight into
commitment can be conducted. If the study were to be done again with a larger
sample size and additional service companies included, more generality might be
achievable. The basis of this research is the single component model of job
satisfaction. Further research that considers the multiple factor approach can be
carried out to obtain further insight into satisfaction.

59
 Table of Contents
Page No.
Title Page i
Recommendation ii
Viva-Voce Sheet iii
Declaration iv
Acknowledgements v
Table of Contents vi
List of Table ix
Abbreviations x
CHAPTER-I INTRODUCTION ........................................................................ 1

1.1 Background of the study ............................................................................ 1

1.2 Statement of Problem ................................................................................ 4

1.3 Objectives of the study .............................................................................. 5

1.4 Significance of the Study ........................................................................... 6

1.5 Limitations of the study ............................................................................. 6

1.6 Organization of the Study .......................................................................... 6

CHAPTER-II REVIEW OF LITERATURE ...................................................... 8

2.1 Conceptual Review .................................................................................... 8

2.1.1 Job satisfaction/dissatisfaction ............................................................ 8

2.1.2 Factor affection on Job satisfaction .................................................. 10

2.1.3 Organizational commitment .............................................................. 14

2.1.4 Elements of Employee Commitment ................................................ 15

2.1.5 Model of Commitment ...................................................................... 18

2.1.6 Other factors that impact Job commitment ....................................... 21

2.2 Review of Journal and Articles................................................................ 22

2.3 Research Gap ........................................................................................... 32

vi
CHAPTER-III RESEARCH METHODOLOGY ............................................. 34

3.1 Research Design ...................................................................................... 34

3.3 Population and Sample ............................................................................ 35

3.4 Nature and Source of Respondents .......................................................... 35

3.4.1 Age of Respondents .......................................................................... 36

3.4.2 Gender Group of Respondents .......................................................... 36

3.4.3 Job Tenure of Respondents ............................................................... 36

3.4.4 Education Level of respondents ........................................................ 37

3.4.5 Current Working Position of Respondents ....................................... 38

3.5 Data Collection Techniques ..................................................................... 38

3.6 Data Analysis Tools ................................................................................. 38

3.7 Research Framework ............................................................................... 40

CHAPTER-IV DATA PRESENTATION AND ANALYSIS .......................... 43

4.1 Descriptive Statistic Analysis of Employee Commitment and Job

Satisfaction..................................................................................................... 43

4.1.1 Level of Employees Commitment .................................................... 43

4.1.1.1 Affective Attachment with Organization .................................. 44

4.1.1.2 Continuance Loyalty ................................................................. 45

4.1.1.3 Responsiveness /Normative Commitment ................................ 46

4.2.2.4 Internalization Commitment...................................................... 47

4.2.2 Level of Job satisfaction ................................................................... 48

4.2 Relationship between Organizational Commitment and Job Satisfaction

....................................................................................................................... 49

4.3 Effect of job satisfaction on Various Components of commitment ........ 51

4.3.1 Effect of Employees Commitment on Job Satisfaction .................... 51

4.4 Major Findings ......................................................................................... 54

vii
CHAPTER-V SUMMARY, CONCLUSION AND RECOMMENDATIONS 57

5.1 Summary .................................................................................................. 57

5.2 Conclusion ............................................................................................... 58

5.3 Recommendations ................................................................................... 59

References
Annex

viii
 List of Tables
Page No.
Table 1 Sample of Respondents ........................................................................ 35

Table 2 Frequency table of gender groups ........................................................ 36

Table 3 Job Tenure of Respondents .................................................................. 37

Table 4 Education Levels of Respondents ........................................................ 37

Table 5 Working Level of Respondents ............................................................ 38

Table 6 Descriptive statistics for the dimensions of Affective Attachment ...... 44

Table 7 Descriptive statistics of continuance loyalty ........................................ 45

Table 8 Descriptive statistics of Responsiveness/Normative commitment ...... 46

Table 9 Descriptive statistics of Internalization Commitment .......................... 47

Table 10 Descriptive statistics for the dimensions of job satisfaction .............. 49

Table 11 Correlation among the study variable ................................................ 50

Table 12 Model Summary of job satisfaction ................................................... 52

Table 13 ANOVA table ..................................................................................... 52

Table 14 Regression Coefficients...................................................................... 53

ix
 List of Figure
Page No.
Figure 1 Research Framework .......................................................................... 40

x
 ABBREVIATIONS

ANOVA : Analysis Of Variance

CM : Commercial Banks

EC : Employee Commitment

et al. : And others

HR : Human Resource

HRM : Human Resource Management

JV : Joint Venture

JS : Job Satisfaction

SME : Small and Medium Sized Enterprise

SS : Service Sector

USA : United States of America

xi
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 APPENDIX
Questionnaire

Dear Sir/ Madam

I am Sanjay Byanjankar, MBS student of Shanker Dev Campus, T.U. This questionnaire is
prepared in order to know your perceptual views in regard to different aspects of the Job
satisfaction and Employee commitment of commercial bank in Nepal. I heartily request you to
give your estimable ideas which will contribute to the knowledge creation process in the
dissertation. Your ideas shared through this questionnaire will be used only for the use of
research report preparation. I assure you about the secrecy. Thank you very much, for your kind
cooperation.

Part I Respondent’s Profile

1. Organization Name (Optional):

2. Age…

3. Gender (tick applicable):

a. Male b. Female c. Other
4. Job Tenure
a. Below 5 b. 5 to 9 c. 10 and above

5. Currently studying batch/ semester, please tick the applicable

a. Higher Secondary
b. Bachelor
c. Master degree

6. Current Working Position

a. Below Officer Level

b. Officer Level
c. Above Officer Level
 Part II: Main Part of the Research

6. These are some statements explaining your Job Satisfaction with your Bank. Please indicate
your extent of agreement with each statement in the scale; 5) Strongly Agree, 4) Agree, 3)
Neutral, 2) Disagree, 1) Strongly Disagree. Satisfaction
S.N. 1 2 3 4 5
1. My job gives me a chance to do the things that I feel I do best.

2. I am satisfied with the allotment and planning of my work

3. I am satisfied with my present salary.

4. I am satisfied with my chances of getting a better type of job

5. I shall not loose my job so long as I work efficiently

6. My immediate superior is reasonable in the work he
expected from me

7. Below are the statements attempting to explore the perception of Affective Commitment
with your bank. You are requested to show your extent of agreement in the form of; 5)
Strongly Agree, 4) Agree, 3) Neutral, 2) Disagree, 1) Strongly Disagree.
Affective Attachment with Organization
S.N. 1 2 3 4 5
1. Ready to spend my career in this organization.
2. I am always concern with the organization's problems and
committed to solve it.
3. I do not feel like part of my family at my organization.
4. I do not feel emotionally attached to this organization.
5. This organization has great deal of personal meaning for
me.
6. I do not feel strong sense of belonging to my organization.

8. The following statements are intended to know your perception of Continuance Loyalty.
Please give your opinion by indicating your level of agreement in the scale like; 5) Strongly
Agree, 4) Agree, 3) Neutral, 2) Disagree, 1) Strongly Disagree.
 Continuance Loyalty
S.N. 1 2 3 4 5
1. It would be hard for me to leave the organization if wanted
to leave my organization.
2. Too much of my life would be disrupted if I leave my
organization.
3. Right now, staying in my organization is a matter of
necessity as much as desired.
4. I believe that I have too few options to consider leaving this
organization.
5. One of the few negative consequences of leaving
organization is scarcity of alternative.
6 It would be hard for me to leave the organization if wanted
to leave my organization.

9. The followings are some representative statements intended to know your perception on
responsiveness towards the organization. Please give your opinion by indicating your level of
agreement in the scale like; 5) Strongly Agree, 4) Agree, 3) Neutral, 2) Disagree, 1) Strongly
Disagree.

Responsiveness /Normative Commitment

S.N. 1 2 3 4 5
1. I do not feel any obligation to remain with my current
employer.
2. Even if it for my advantage, I don’t feel it would be right
to leave to the employer.
3. I would feel guilty if I left my organization now.
4. This organization deserves my loyalty.
5. I would not leave my organization right now because of
sense of obligation.

10. The followings are some representative statements intended to know your perception on
internalization commitment towards the organization. Please give your opinion by indicating
your level of agreement in the scale like; 5) Strongly Agree, 4) Agree, 3) Neutral, 2) Disagree,
1) Strongly Disagree.
 Internalization Commitment

S.N. 1 2 3 4 5
1. This is the best platform for me to grow my career and life
so far other than anywhere.
2. This organization always gives me the value as their needs.
3. Growth of organization and myself is always correlated to
each other
4. My knowledge and experience have been always appreciated
by the organization.
5. Sometimes I compare myself with the other organization and
I feel satisfy with this organization.

Thank You.