• Tiada Hasil Ditemukan

purposes without any charge and permission. The thesis cannot be reproduced or

N/A
N/A
Protected

Academic year: 2022

Share "purposes without any charge and permission. The thesis cannot be reproduced or "

Copied!
26
0
0

Tekspenuh

(1)

The copyright © of this thesis belongs to its rightful author and/or other copyright

owner. Copies can be accessed and downloaded for non-commercial or learning

purposes without any charge and permission. The thesis cannot be reproduced or

quoted as a whole without the permission from its rightful owner. No alteration or

changes in format is allowed without permission from its rightful owner.

(2)

THE RELATIONSHIP OF HUMAN RESOURCE MANAGEMENT PRACTICES (HRMP) TOW ARDS ORGANIZATIONAL COMMITMENT - CASE OF

BOUSTEAD NAVAL SHIPYARD SDN BHD

NURAYUNI BINTI ABDUL AZIZ

MASTER OF HUMAN RESOURCE MANAGEMENT UNIVERSITI UTARA MALAYSIA

August 2018

(3)

THE RELATIONSHIP OF HUMAN RESOURCE MANAGEMENT PRACTICES (HRMP) TOWARDS ORGANIZATIONAL COMMITMENT- CASE OF

BOUSTEAD NAVAL SHIPYARD SDN BHD

By

NURA YUNI BINTI ABDUL AZIZ

Dissertation Submitted to School of Business Management,

UUM College of Business, Universiti Utara Malaysia,

in Partial Fulfillment of the Requirement for the Master of Human Resource Management

(4)
(5)

r

PERMISSION TO USE

In presenting this dissertation in partial fulfilment of the requirements for a Post Graduate degree from the Universiti Utara Malaysia (UUM), I agree that the Library of this university may make it freely available for inspection. I further agree that permission for copying this dissertation in any manner, in whole or in part, for scholarly purposes may be granted by my supervisor or in their absence, by the Dean of School of Business Management where I did my dissertation. It is understood that any copying or publication or use of this dissertation parts of it for financial gain shall not be allowed without my written permission. It is also understood that due recognition shall be given to me and to the UUM in any scholarly use which may be made of any material in my dissertation.

Request for permission to copy or to make other use of materials in this dissertation in whole or in part should be addressed to:

Dean of School of Business Management Universiti Utara Malaysia

06010 UUM Sintok Kedah DarulAman

111

(6)

ABSTRACT

Organizational commitment are recognized as a part of organizational behaviour which defined as an internal individual bonding towards the organization. Close connection that they have towards the organization shows what they feel to fit in and their understanding on organizational mission and vision. Thus, this will show how committed they are towards the organization. Their high determination in work will produce high productivity besides giving their full support in achieves organizational goals. This main objective of this study is to examine the relationship of human resource management practices ( compensation and benefit, performance appraisal and training and development) towards organizational commitment. This study was conducted at Boustead Naval Shipyard, Lumut, Perak as a well-known and established organization which involved a number of 217 respondents as a sample size. The data had been collected by developed questionnaire and had been analyzed by using Statistic Package for Social Science (SPSS) software version 21. Throughout this study, it is found that there are employee's turnover issue arising in this organization. The rate of turnover employee is quite high for these past few years. However, from the finding it shows that employee is still having their high commitment towards the organization. It can be shown by the statistic number of employees who are re-joining back the company after few years. This organization also has a number of employees which have a postgraduate qualification and still remain working in that company. From the statistical analysis, there is a significant relationship between human resource management practices towards employee organizational commitment.

Keywords: organizational commitment, human resource management practices, compensation and benefit, performance appraisal, training and development

IV

(7)

ABSTRAK

Komitment organisasi merupakan sebahagian daripada elemen yang terdapat di dalam gelagat organisasi yang bermaksud ikatan dalaman yang dimiliki oleh seseorang individu terhadap organisasi. Hubungan rapat oleh seseorang individu ke atas sesebuah organisasi menunjukkan bahawa mereka berasa sesuai dengan tugasan yang diberikan serta memahami misi dan visi organisasi. Secara tidak langsung, ia akan menunjukkan betapa komitednya mereka terhadap organisasi. Kesungguhan penuh akan menghasilkan produktiviti kerja yang tinggi serta akan menunjukkan sokongan penuh dalam mencapai matlamat organisasi. Objektif utama dalam menjalankan kajian ini adalah untuk mengenal pasti hubungan diantara amalan pengurusan sumber manusia (ganjaran dan pampasan, penilaian prestasi serta latihan dan pembangunan) ke atas komitmen organisasi. Kajian ini telah dijalankan di Boustead Naval Shipyard, Lumut, Perak dimana ia merupakan salah sebuah organisasi yang terkenal dengan industri pembuatan maritim di Malaysia. Seramai 217 orang responden telah dipilih sebagai saiz sampel dari pelbagai tingkat pangkat dan jabatan. Data telah dikumpul menggunakan kaedah kaji selidik serta di analisis menggunakan perisian Pakej Statistik untuk Sains Sosial (SPSS) versi 21.

Melalui kajian ini, ia menunjukkan bahawa isu pulih ganti telah berlaku didalam organisasi ini. Kadar pulih ganti tersebut menunjukkan bilangan yang besar sejak beberapa tahun yang lepas. Namun begitu, pekerja yang masih bekerja di organisasi tersebut masih menunjukkan tahap komitmen yang tinggi terhadap organisasi. Ini dapat dilihat berdasarkan statistik data yang menunjukkan sebilangan pekerja yang masuk semula bekerja di organisasi tersebut setelah meninggalkannya beberapa tahun yang lepas.

Organisasi ini juga mempunyai sejumlah pekerja yang mempunyai kelayakan Pasca siswazah dan masih terus berkhidmat bersama organisasi itu. Berdasarkan analisis statistik, kajian mendapati bahawa terdapat hubungan yang signifikan wujud diantara amalan pengurusan sumber manusia yang diamalkan oleh organisasi terhadap komitmen organisasi pekerja.

Kata kunci: komitmen organisasi, amalan pengurusan sumber manusia, ganjaran dan pampasan, penilaian prestasi serta latihan dan pembangunan

v

(8)

ACKNOWLEDGEMENT

This thesis would not been completed without the support and assistance from many people.

First and foremost I would like to express my sincere gratitude to Allah SWT for giving me the strength and ability to complete my thesis. Next, I would like to extend my thanks to my supervisor, Assoc Prof Dr Fadzli Shah bin Abdul Aziz for the continuous support in completing this research paper, besides his patience and motivation.

It is followed by my parents, my dad, Tuan Haji Abdul Aziz bin Haji Ahmad, and my mum Puan Hajjah Mainah binti Bajuri and all my family members for providing me with unfailing support and continuous encouragement throughout this study and through the process of researching and writing this thesis. This accomplishment would not been possible without them.

Last but not least my fellow friend in having the discussion after work till midnight, in the weekends, for sleepless nights we were having together in completing this thesis, and for all the fun we have had in last few months.

VI

(9)

TABLE OF CONTENTS

TITLE PAGE i

CERTIFICATION OF THESIS WORK ii

PERMISSION TO USE ...•••... iii

ABSTRACT iv

ABSTRAK ...•... v

ACKNOWLEDGEMENT vi

TABLE OF CONTENTS vii

LIST OF TABLES x

LIST OF FIGURES xii

LIST OF ABBREVIATIONS xiii

CHAPTER 1 14

INTRODUCTION 14

1 . 1 Background of the study 14

1.2 Problem Statement... 16

1.3 Research Questions ...••.••... 21 1.4 Research Objectives ...••... 21

1.5 Scope and Limitations of the Study 22

1.6 Definition of Key Term 22

I. 7 Organization of the Thesis ...••... 27

CHAPTER 2 30

LITERATURE REVIEW 30

2.1 Introduction 30

2.2 Organizational Commitment... 30

2.3 Human Resource Management Practice 32

2.3. I Compensation and Benefit .34

2.3.1.2 Relationship of Compensation and Benefit towards Organizational

Commitment. 35

2.3.2 Performance Appraisal 36

2.3.2.1 Relationship of Performance Appraisal towards Organizational

Commitment 3 7

2.3.3 Training and Development 37

2.3.3.1 Relationship of Training and Development towards Organizational

Commitment. 3 8

2.4 Relationship between Human Resource Management Practices towards

Organizational Commitment, 39

2.5 Summary .40

VII

(10)

CHAPTER 3 41

METHODOLOGY 41

3. I Introduction 41

3 .2 Research Framework 41

3.3 Hypothesis Development. 42

3.4 Research Design ...••... 43

3.5 Operational Definition 43

3.6 Measurement of Variables I Instrumentation 44

3.6.1 Instrument. 44

3.6.2 Scale of Measurement... 46

3.7 Data Collection 49

3. 7 .1 Population 49

3.7.2 Sampling 49

3.7.3 Data Collection Procedures 50

3.7.4 Pilot Test 50

3.8 Inferential Analysis 51

3.8.1 Pearson Coefficient... 52

3.8.2 Regression Analysis 52

3.9 Summary 53

CHAPTER 4 54

RES UL TS AND DISCUSSION ...•... 54 4.1 Introduction ...•... 54 4.2 Descriptive Analysis ....••...••••••... 54

4.2.1 Respond Rate 55

4.2.2 Gender 56

4.2.3 Age 56

4.2.4 Length of Service ...•.••... 57

4.2.5 Level of Education 5 8

4.2.6 Position in Organization 59

4.3 Reliability Analysis 60

4.4 Mean and Standard Deviation 61

4.5 Correlation Analysis 63

4.5.1 Pearson Correlation Coefficient 63

4.5 .2 Regression Analysis 65

4.6 Summary 66

CHAPTER 5 67

CONCLUSIONS AND RECOMMENDATIONS 67

5.1 Introduction 67

5.2 Overview of The Study 67

5.3 Discussion on Research Objective 67

5 . 3 . 1 Discussion for Research Objective l 68

vm

(11)

5.3.2 Discussion for Research Objective 2 68

5.3.3 Discussion for Research Objective 3 68

5 .4 Limitation of the Study 70

5.5 Recommendation of the Study 71

5.6 Implication of Research Finding 71

5.7 Summary 73

References 75

Appendix A: Questionnaires 79

IX

(12)

r

LIST OF TABLES

Page

Table I . I Statistical data on turnover rate 17

Table 3.1 Operational definition for each variable 43

Table 3.2 Sources and number of items in the questionnaire 44

Table 3.3 Five points likert scale for dependent and independent

variable 46

-�

Table 3.4 List of items for human resource management practices

dimension 47

Table 3.5 List of items for organizational commitment dimension 48

Table 3.6 Reliability analysis for the variables involved in the study 5 1

Table 4.1 Frequency of questionnaire distributed 55

Table 4.2 Gender of the respondents 56

Table 4.3 Group age of the respondents 57

Table 4.4 Length of service of the respondents 57

Table 4.5 Level of education of the respondents 58

Table 4.6 Position of the respondents in organization 59

x

(13)

Table 4.7 Cronbach's Alpha values for all variables tested 61

Table 4.8 Mean and standard deviation for the variables 62

Table 4.9 Correlations coefficient values of organizational commitment

and human resource management practices 64

Table 4.10 Regression analysis 65

XI

(14)

Figure 3.1

LIST OF FIGURES

R.esearch Frarne\Vork

xii

Page

42

(15)

Abbreviation

HRMP

HRM

oc

KP!

LIST OF ABBREVIATIONS Description of Abbreviation

Human Resource Management Practice

Human Resource Management

Organizational Commitment

Key Performance Indicator

Xlll

(16)

CHAPTER I INTRODUCTION

This chapter describes a brief background of the research. It explores the problem statement, objectives of the study, research questions, and scope of the study and the significance of the study. Definition of key terms and outline of the dissertation is also provided at the end of the chapter.

1.1 Background of the Study

Employees are vulnerable assets in each organization. Employers realized that having a stable workforce which is committed on the task assign will produce a high productivity thus it will achieve their high competitive advantage. Committed employees with a high motivation have a less intention to leave the organizations.

An organizational commitment play a crucial role as it is is one of the most importance aspects to under organizational behaviour. It can be classified as an individual bond attaches on their attitudes towards organization. Previous studies shows that researcher had applied many theory in order to determining key factor which influenced employee to retain and increasing their job productivity thus will build up employee spirit to become more committed towards organization.

14

(17)

REFERENCES

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451- 474.

Alo Oladimeji (1999), Human Resource Management m Nigeria, Business and Institutional Support Associates Limited, Lagos.

Angle, H.L. & Perry, J.L. (1981), An empirical assessment of organizational commitment and organizational effectiveness, Administrative Science Quarterly, vol. 26, 1- 13.

Becker HS (1960). Notes on the concept of commitment. Am. J. Social. 66: 32-40.

Bigliardi, B., Petroni, A., & Dormio, A. I. (2005). Organizational socialization, career aspirations and turnover intentions among design engineers. Leadership and Organization Development Journal, 26(6), 424-441.

Burak, Elmer and Smith (1977), Personnel Management: A Human Resource Systems Approach; Reinhold Publishing Corporations Ltd. New York.

Cascio, W. F (2003) Managing Human Resource:Productivity,Quality of Work life, Profits. 6th ed. NY McGraw Hill Higher Education

Christoph, L. L. (1996). The effects of fringe benefits on organizational commitment with the hotel I motel industry.(Doctor of Philosophy Dissertation) Graduate School of Clemson University.

Davidson, P. and Griffin, R. (2006), Management: An Australian Perspective, 3rd ed., John Wiley &Sons Australia,Brisbane,Queensland.

75

(18)

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: test of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.

Dessler, G. (2007), Human Resource Management, I Ith ed., Prentice-Hall, Engle wood Cliffs, NJ.

Edgar, F. and Geare, A. (2005), "HRM practices and employee attitudes: different measures - different results", Personnel Review, Vol. 34 No. 5, pp. 534-549.

Hair, J. F. et al. (2007). Research Methods for Business. England, UK: John Wiley &

Sons Ltd.

Hong, J . C . , Yang, S. D., Wang, L. J., Chiou, E. F., Sun, F. Y., & Huang, T. L. (1995).

Impact of employee benefits on work motivation and productivity. The International Journal of Career Management. 7(6), 10-14.

Jehad, M., & Farzana, Q. (2011). Organizational Justice And Organizational Citizenship Behavior: Evidences From Malaysia, paper presented in the !st International Conference on Accounting, Business and Economics (ICABEC), 2 0 1 1 .

Liza, R.S. (2014). The Total Compensation Strategy: A Case Study of Warid Telecom Bangladesh Ltd. ASA University Review, Vol. 8, No. I .

Marchington M., Grimshaw D., Ruhery J. and Willmott H. (eds.) (2005) Fragmenting Work: Blurring organisational boundaries and disordering hierarchies. Oxford, Oxford University Press.

McElroy, J.C. (200 I). Managing workplace commitment by putting people first. Human Resources management Review, 1 1 , p.327-335.

McGregor, D. (1957). An Uneasy look at performance appraisal. Harvard Business Review, 35 (3), 89-94

76

(19)

Meyer, P.J. and Smith, A.C. (2000) HRM Practices and Organizational Commitment:

Test of a Mediation Model. Canadian Journal of Administrative Sciences, 17, 3 1 9 - 3 3 1 .

Morris, J. H. &Sherman, J. D. (198 !). Generalizability ofan organizational commitment model. Academy of Management Journal, 24, 5 12-526.

Moulder, E., (200 I), "Performance Appraisal for Local Government Employees:

Programs and Practices" Special Data Issue, Washington DC, International City Managers Association.

Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The Measurement of Organizational Commitment. Journal of Vocational Behavior, 14, 224-247.

Mowday, R.T. (1983), "Beliefs about the causes of behavior: the motivational implications of attribution process", in Steers, R.M. and Porter, L.W. (Eds), Motivation & Work Behavior, 3rd ed., McGraw-Hill, New York, NY, pp. 352-74.

Muhammad Rizal, M Syafie I, Djumahir, Rahayu M (2014) Effect of compensation on motivation, organizational commitment and employee performance (Studies at local revenue management in Kendari City). International Journal of Business and Management Invention 3(2), 64- 79.

Munir SalJeh, Aziz Amin, Shaladin Muda & Muhammad Abi Sofian Abdul Halim (2013).

Fairness of Performance Appraisal and Organizational Commitment, Canadian Center of Science and Education, Asian Social Science; 121, Vol. 9, No. 2

Paul Sparrow, Pei-Chuan Wu, (1998) "Does national culture really matter? Predicting HRM preferences of Taiwanese employees", Employee Relations, Vol. 20 Issue:

I, pp.26-56

Paul, A. K., & Anantharaman, R. N. (2004). Influence of HRM practices on organizational commitment: A study among software professionals in India.

Human Resource Development Quarterly, 15(1), 77-88.

Riketta, M. (2002), "Attitudinal organizational commitment and job performance: a meta-analysis", Journal of Organizational Behavior, Vol. 23 No. 3, pp. 257-66.

77

(20)

Robert L. Mathis, John H. Jackson (2008), Human Resource Management, Twelfth Edition, Thomson South-Western, USA

Shahnawaz,M.G., & Juyal, R.C.(2006). Human resource management and organizational commitment in different organizations. Journal of the Indian Academy of Applied Psychology, 32(3), 171-178.

Shu-chi Lin, Jung-nung Chang, (2005) "Goal orientation and organizational commitment as explanatory factors of employees' mobility", Personnel Review, Vol. 34 Issue:

3, pp.331-353

Steers, R.M. (1977). Antecedents and Outcomes of Organizational Commitment.

Administrative Science Quarterly 22 (]), 46-56.

Tsui, A. S., Pearce, J. L., & Tripoli, A. M. (1997). Alternative approaches to the employee organization relationship: Does investment in employees pay off.

Academy of Management Journal, 40(5), 1089-1121.

Wasti, S.A. (2003), "Organizational commitment, turnover intentions and the influence of cultural values", Journal of Occupational and Organizational Psychology, Vol.

76 No. 3, pp. 303-21.

78

(21)

Othman Yeop Abdullah

Graduate School of Business

U n i v e r s i t i Utara M a l a y s i a

QUESTIONNAIRE SURVEY

Dear Respondent,

I am currently pursuing my studies in Master of Human Resource Management program at School of Business Management, College of Business, Universiti Utara Malaysia (UUM). As a partial fulfilment towards completing this program I need to conduct and complete a research related to

"Relationship of Human Resource Management Practice (HRMP) towards

Organizational Commitment- Case of Boustead Naval Shipyard Sdn Bhd".

This questionnaire is designed to obtain information regarding human resource management practices in the organization as well as training and development, performance appraisal, inclusive the compensation and benefit. It contains three sections which is Section A, Section B and Section C.

Your contribution and willingness to spend approximately 10 minutes of your time to complete this survey is highly appreciated. All information given by the respondent will remain CONFIDENTIAL and will be used for ACADEMIC PURPOSE ONLY.

Thank you for your participation and cooperation in completing this survey.

Your sincerely,

Nurayuni Binti Abdul Aziz

Candidate for Master of Human resource Management Universiti Utara Malaysia

060 IO Sintok, Kedah

79

(22)

Section A : Background of Respondent Bahagian A : Latar belakong Responden

Please tick(.../) in the box which applies to you.

Si/a tondakan (-.J} pada kotak yang berkenaan berkaitan onda.

Gender {Jantina): O Male {Lelaki) O Female {Perempuan)

Age (Umur):

O

Below 20 years old (520 tahun)

O 21 to 30 years old (21 hingga 30 tahun) 0 31 to 40 years old (31 hingga 40 tahun)

O 41 to 50 years old (41 hingga 50 tahun)

O 51 to 60 years old (51 hingga 60 tahun)

Length of service (Tempoh berkhidmat): 0 Less than 1 year (5 1tahun) 0 2 to 5 years (2 ke 5 tahun)

O 6 to 10 years (6 ke 10 tahun)

O 11 to 15 years ( 11 ke 15 tahun) 016 to 20 years (16 ke 20 tahun)

0 21 years and above ( 2 21 tahun dan ke atas)

Education level (Tahap Pendidikan): 0 Doctorate of Philosophy (PHD)(ljazah Doktor Falsafah)

O Masters (ljazah Sarjono)

O Bachelor of Degree (ljazah Sarjano Muda)

O

Diploma (Diploma)

O Malaysian Skill Certification {Sijil Kemahiran Malaysia)

O Sijil Tinggi Persekolahan Malaysia (5TPM)

O

Sijil Pelajaran Malaysia (SPM)

Position in Organization:

(Jawatan di dalam organisasi)

O Senior Manager and above (Pengurus Atason j)

O

Manager (Pengurus)

O Senior Executive (Eksekutif Kanan)

O

Junior Executive (Eksekutif Muda)

O

Fresh Entry Level (Pengambilan baru)

O

Non-Executive (Bukon Eksekutif)

80

(23)

Section B : Human Resource Management Practices Bahagian B : Amalan Pengurusan Sumber Manusia

Respond to each of the statement below by circle the extend to which you agree or disagree with them. Please use the following rating for your response.

Berikan maklum balas dengan menandakan bu/at berdasarkan pernyataan di bawah soma ado anda hersetuju atau tidak bersetuju. Si/a gunakan ska/a yang berikut bagi setiap respon anda.

Scale (Skala)

Strongly disagreed Disagreed Neutral Agreed Strongly Agreed (Sangat tidak bersetuju) (Tidak bersetuju) (Tidak pasti) (Bersetuju) (Sangat Bersetuju)

I 2 3 4 5

Extensive training and development programs are offered by the

I company to improve my job skills. I 2 3 4 5

Pelbagai program latihan dan pembangunan yang ditawarkan oleh syarikat untuk 1neningkatkan ken,ahiran kerja soya.

My work performance is determined based on the set Annual

2 Performance Target. I 2 3 4 5

Prestasi kerja soya ditentukan atas Sasaran Kerjo Tahunan yang dirancang .

The salary increment that I obtain depends on my Annnal

3 Performance Appraisal.

1 2 3 4 5

Jumlah kenaikan gaji yang soya pero/ehi bergantung kepada Penilaian Prestasi Tahunan.

Opportunities for advancement are available to all staffs.

4 Pe/uang-peluang untuk peningkatan sentiasa terbuka untuk I 2 3 4 5 se,nua kakitangan.

Besides the achievement of Annual Performance Target, my performance is also being evaluated based on my commitment

5 and involvement to the company. 1 2 3 4 5

Selain dari pencapaian Sasaran Kerja Tahunan, prestasi lain l,seperti komitmen dan penglibatan dalam aktiviti lain dalam ',,yarikat akan turut diambi/kira.

81

(24)

Rewards (bonuses, awards and benefits) that I receive depend on

6 my Annual Performance Appraisal. 1 2 3 4

s

Ganja ran (bonus, anugerah dan faedah) yang diterima bergantung kepada Penilaian Prestasi Tahunan saya.

Training programs offered by the company help me to develop

7 varieties of skills and ability. 1 2 3 4

s

Program latihan yang ditawarkan o/eh syarikat dapat membantu saya untuk mempe/bagaikan kemahiran dan keupayaan.

The degree of my performance evaluation is based on my Annual

8 Performance Appraisal Report. 1 2 3 4

s

Tahap penilaian prestasi saya adalah berasaskan kepada laporan Prestasi Penilaian Tahunan.

I am satisfied with the process used to determine my

9 non-financial rewards (awards and benefits). 1 2 3 4

s

Saya amat berpuas hati dengan kaedah yang digunakan untuk menentukan ganjaran bukan kewangan (anugerah danfaedah).

Career counselling and planning assistance are provided to all

10 staffs. 1 2 3 4 5

Kaunseling untuk kerjaya dan bantuan perancangan disediakan untuk se,nua kakitangan.

My Annual Performance Appraisal is based on the agreement

11 between me and my superior. 1 2 3 4 5

Penilaian Prestasi Tahunan saya berdasarkan persetujuan antara soya dengan pegawai atasan soya.

The amount of income that I receive reflects on what I deserve.

12 Iumlab pendapatan yang saya perolehi adalah setimpal dengan 1 2 3 4

s

apa yang layak saya perolehi.

The training provided by the company helps me to enhance my

13 work performance. 1 2 3 4

s

latihan yang disediakan oleh pihak syarikat telah dapat membantu saya untuk ,neningkatkan prestasi kerja.

14 My performance is evaluated based on my work output. 1 2 3 4

s

Prestasi saya dinilat berdasarkan hasil kerja saya.

I am satisfied with compensation offered by this company.

IS Saya berpuas hati dengan pamposan yang ditawarkan di syarikat 1 2 3 4

s

ini.

82

(25)

Section C : Organization Commitment Bahagian C : Komitmen Organisasi

Respond to each of the statement below by circle the extend to which you agree or disagree with them. Please use the following rating for your response.

Berikan maklum balas dengan menandakan bu/at berdasarkan pernyataan di bawah sama ada anda bersetuju atau tidak bersetuju. Si/a gunakan ska/a yang berikut bagi setiap respon anda.

Scale (Skala)

Strongly disagreed Disagreed Neutral Agreed Strongly Agreed

(Sangat tidak bersetuju) (I'idak bersetuju) (Tidak pasti) (Bersetuju) (Sangat Bersetuju)

I 2 3 4 5

I am willing to put in a great deal of effort beyond that normally

I expected in order to help this company be successful. I 2 3 4 5 Saya bersedia untuk ,nenyumbangkan sepenuh usaha bagi

mencapai kejayaan syarikat.

I talk up this company to my friends as a great organization to

2 work for. I 2 3 4 5

Saya memberitahu rakan-rakan yang lain bahawa ini adalah 'i,syarikat yang terbaik untuk bekerja

I feel very little loyalty to this company.

3 Saya merasakan tahap kesetiaan yang amat rendah terhadap I 2 3 4 5 'i,syarikat ini.

I would accept almost any type of job assignment in order to

4 keep working for this company. I 2 3 4 5

Saya sedia menertma apa sahaja jenis tugasan untuk:

membolehkan saya terus bekerja dengan syarikat ini.

I find that my values and the company's values are very similar.

5 Saya dapati bahawa nilai-nilai yang saya pegang adalah sama I 2 3 4 5 dengan nilai-nilai syarikat.

I am proud to tell others that I am part of this company.

6 Soya bangga untuk memberitahu orang lain bahawa saya adalah I 2 3 4 5 sebahagian daripada syarikat.

83

(26)

- .

-.

I could just as well be working for a different organization as

7 long as the type of work was similar. I 2 3 4 5

Saya yakin boleh bekerja dengan baik di organisasi yang lain selagimana untuk Jen is kerja ad a/ah sama.

This company really inspires the very best in me in the way of

8 · ob performance. 1 2 3 4 5

Syarikat ini benar-benar membenkan inspirasi kepada saya untuk menghasi/kan kerja yang terbaik.

It would take very little change in my present circumstances to

9 cause me to leave this company. 1 2 3 4 5

S'aya akan meninggalkan syarikat ini sekiranya berlaku biarpun sedikit perubahan terhadap keadaan kerja soya.

I am extremely glad that I chose this company to work for over

10 others I was considering at the time I joined. 1 2 3 4 5

Soya amat bangga memilih syarikat ini untuk bekerja berbanding dengan yang lain.

There's not too much to be gained by sticking with this company

II indefinitely. 1 2 3 4 5

Tidak ada banyakfaedahnya untuk terus bekerja dengan syarikat ini sekimnya tiada halatuju sebenar

Often, I find it difficult to agree with this company's policies on important matters relating to its employees.

12 tKerap mengala,ni situasi sukar untuk mendapatkan persetujuan I 2 3 4 5

berkaitan dasar syarikat mengenai isu-isu penting berkaitan lpekerja.

13 I really care about the fate of this company. 1 2 3 4 5

Saya benar-benar mengambil berat tentang nasib syarikat ini.

For me this is the best of a11 possible organizations for which to

14 lwork, I

2 3 4 5

:Sagi saya, int adalah syarikat yang terbaik dika/angan yang terpilih.

Deciding to work for this company was a definite mistake on my

15 part. 1 2 3 4 5

Keputusan untuk bekerja dalam syarikat ini nzerupakan satu kesilapan saya sendiri.

***End of Questionnaire***

Thank you for your cooperation

84

Rujukan

DOKUMEN BERKAITAN

Memandangkan nilai indeks yang berbentuk diagonal adalah lebih tinggi daripada sebarang nilai (korelasi antara konstruk) dalam baris dan lajurnya, maka boleh

Standard Kualiti Pendidikan Malaysia Shared Leadership Perception Survey Shared Leader ship Questionnaire Sektor Penilaian dan Peperiksaan Sistem Pengurusan Sekolah

I am pleased to inform you that I am currently conducting a survey entitled ‘a relationship between Safety Training and Safety Behaviour on commuting accident

Moderating effect of consideration of future safety consequences on the relationship between safety management practices and safety performance among health care

Zikmund, W. Business Research Methods, Mason, Ohio, South-Western. X the Restaurant Behaviour of the Berlin People. Business research methods. Transformational and

Therefore, the current study attempts to link the relationship between employer branding practices (namely training and development, employer brand reputation, work

Copies can be accessed and downloaded for non-commercial or learning purposes without any charge and permission.. The thesis cannot be reproduced or quoted as a whole

The study to examine the relationship between human resource management practices of training and development, performance appraisal, compensation and benefit and