Original Research

Job satisfaction and its relationship with organisational commitment: A Democratic Republic of Congo organisational perspective

Jeremy Mitonga-Monga, Aden-Paul Flotman, Frans Cilliers
Acta Commercii | Vol 18, No 1 | a578 | DOI: https://doi.org/10.4102/ac.v18i1.578 | © 2018 Jeremy Mitonga-Monga, Aden-Paul Flotman, Frans Cilliers | This work is licensed under CC Attribution 4.0
Submitted: 30 November 2017 | Published: 21 June 2018

About the author(s)

Jeremy Mitonga-Monga, College of Economic and Management Sciences, University of South Africa, South Africa
Aden-Paul Flotman, Department of Industrial and Organisational Psychology, School of Management Sciences, University of South Africa, South Africa
Frans Cilliers, Department of Industrial and Organisational Psychology, School of Management Sciences, University of South Africa, South Africa


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Abstract

Orientation: The modern workplace, which is characterised by increasing turbulence and debilitating uncertainty, has led to renewed focus on whether employees experience satisfaction and how they commit themselves to the organisation.

Research purpose: The aim of this study was to measure the nature of the relationship between employees’ levels of job satisfaction (JS) and organisational commitment (OC) in a public railway organisation in the Democratic Republic of Congo (DRC).

Motivation for the study: Although previous researchers have found evidence of the relationship between JS and OC in Western countries, there seems to be a paucity of research on the relationship between JS and OC in a developing country context such as that of the DRC. The results could make a valuable contribution to the current literature debate on these two constructs (JS and OC) and possibly employees’ intention to stay in their present organisation.

Research design, approach and method: A cross-sectional survey design was used employing the Job Satisfaction Questionnaire and the Organisational Commitment Scale. The sample (n = 839) comprised permanently employed staff. Correlations and regression analyses were conducted. The results indicated that employees’ JS related positively to their level of OC and that JS predicted OC.

Practical and managerial implications: The results should also have interesting implications for top management and human resource practitioners. They could use this information to study how organisational psychological attachment is fostered in order to potentially master other organisational dynamics. The information could also be used to create positive working conditions with a view to reinforcing OC. JS manifested as a critical driver of OC, which could result in superior business performance. Management could use the results to create a working environment that actively fosters satisfaction and boosts employees’ level of commitment.

Contribution or value-add: The results should contribute to the body of knowledge on the relationship between JS and OC in the context of a developing economy and highlight the practical implications for line managers and behavioural and wellness practitioners.


Keywords

job satisfaction; organisational commitment; Democratic Republic of Congo; psychological attachment

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