cognizancejournal.

com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

Organizational Commitment of
Employees of a Private Higher Institution
Elwin L. Taquiso
University of San Jose-Recoletos, Cebu City, Philippines
https://orcid.org/0000-0002-0698-3971
[email protected]

DOI: 10.47760/cognizance.2025.v05i01.047

ABSTRACT: Organizational Commitment refers to the bond between the employee and the
organization where he/she feels fit in and has understood the organizational goals and objectives
thereby contributing actively to its attainment. The purpose of the study was to determine the
organizational commitment employees. Employing a quantitative research design, the study used
165 stayers and leavers. They answered a research questionnaire with a Likert scale. Statistical
techniques used were the mean and ANOVA – one way. Findings revealed that employees have
normative commitment who feel obligated to the organization although they are no longer happy
with the roles they perform. The study concludes that organizational commitment is the primary
reason why employees chose to stay.

Keywords: organizational commitment, stayers, leavers, descriptive, Cebu City

INTRODUCTION
Employee turnover, habitual absence from work, and poor performance output are
significantly associated with non-commitment to an organization (Mowday, Steers &
Porter, 1979; Romzek, 1990). The organizational commitment approach is often viewed
as an affective attachment for an individual who shares the organization's values and
desires to serve. It is willing to exert effort on behalf of the institution (Mowday, Steers, &
Porter, 1979). Moreover, there are examinations of commitment associated with the
covenant of the individual's identification and contribution to the organization he/she is in.
(Porter et al., 1974). Further, commitment can also be considered passive loyalty, for it
encompasses a dynamic relationship manifested when individuals are willing to present
themselves to contribute to the organization's well-being (Mowday et al., 1979).
Employees who are strongly committed to an organization are least likely to leave
because their psychological state has already attached an individual to an
organization (Meyer, Allen, & Gellatly, 1990).

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 614
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

The problem on Organizational Commitment is also experienced in Southland

College, Kabankalan City, Negros Occidental, Philippines. The institution has embarked
on quality assurance with the BS Hospitality Management program as the first accredited
program by the PACUCOA. The school is owned by the Villaluz Family has existed for
11 years. The school offers complete basic and higher education catering to students in
the surrounding areas. In the last five years, there has been turnover of faculty who
transferred to public schools. Some teachers left in search for better employment
opportunities.
The study aims to determine the level of organizational commitment of employees.
This is the first study of employees’ turnover intentions in Southland College. However,
there is no study on turnover intentions conducted in the province of Negros Occidental
focusing on the job satisfaction and work-life balance. This study intends to address the
gap.

Framework of the Study

ORGANIZATIONAL COMMITMENT
(Allen and Meyer, 1997)

Affective
Commitment

Normative Commitment

Continuance Commitment

Survey questionnaire (Allen and Mayer, 1997)

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 615
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

Brief Literature Review

A better predictor of positive attitudes toward an organization is organizational
commitment than job satisfaction because it is an enduring response to the organization
from a greater perspective aside from it being more global. (Robbins, 1998).
Intention to stay mirrors an individual's level of commitment to his organization and
their willingness to remain employed (Hewitt, 2004). Several research studies have
suggested that the concept of intention is the most important determinant of actual
turnover (Tett & Meyer, 1993; Igharia & Greenhaus, 1992). When individuals are
committed to an organization, their intent to remain with the organization and work
towards its goals is high (Mowday, Porter, & Steers, 1982). Conversely, if the
organization's commitment is low, the employee's intention to leave is high (Mowday et
al., 1982). Dalessio et al. (1986) suggested that more emphasis and concern should be
given to retention rather than attrition. Whenever an employee does exit, an organization
requires the cost of recruiting, training, and retaining another employee.
To determine factors influencing job satisfaction allows leaders with essential and
meaningful information to make the right choices to increase employee job satisfaction
(Cranny, Smith and Stone, 1992). Besides job satisfaction, increasing organizational
commitment, and decreasing employees' turnover intention are essential for managers
and organizations (İlhami,2012).
Morris, M. G., & Venkatesh, V. (2010) shows that job satisfaction can be explained
by factors such as organizational factors, work, environmental factors, work itself, and
personal characteristics. These factors are also known as structural variables,
psychological variables, and organizational loyalty referred to as job and personal
related factors.
Since employees in organizations will either like or dislike their jobs, it is intuitive to
recommend that, given the right conditions unique to the employee, some employees
may stay or leave the organization (turnover) (Yücel, İ. 2012). The study of job
satisfaction challenges explains this behavior, which is essential from a humanitarian
and utilitarian perspective (Spector, 1997). The humanitarian perspective suggests that
employee's merit to be treated fairly and appropriately, and the level of employee
satisfaction or dissatisfaction may reflect the extent to which they experience good or
bad treatment in an organization for this may also be suggestive of the emotional and
psychological wellbeing of the employees (Spector, 1997). The utilitarian perspective
presupposes that employees' satisfaction or dissatisfaction can signify behaviors that
affect the functioning of the organization (Spector, 1997). Job satisfaction "is by far one of
the most studied job attitudes by organizational behavior researchers" (Ghazzawi,

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 616
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

2008). Job satisfaction is "a positive emotional condition resulting from the evaluation of
one's job or job experiences" (Locke, 1993).
Job satisfaction may be tested as part of employee involvement, as it is a
combination of organizational commitment and intentions to stay (Ferguson, 2005). A
crude measurement of turnover would be (Morrell et al., 2001): leavers in a year over
the average number of employees multiplied by a hundred. Turnover intention is
defined as the mediating factor between attitudes affecting the intent to quit and quitting
an organization (Glissmeyer, Bishop, & Fass, 2008). A meta-analysis of the antecedents
and associates to employee turnover (Griffeth, Hom, & Gaertner, 2000), intention to
quit, job satisfaction, and organizational support were shown to be forecasters of
employee turnover. Job satisfaction is closely related to intentions to leave an
organization (Chen & Spector, 1992) and turnover intentions (Rusbult & Farrell, 1983;
Coomer & Barriball, 2007). Job satisfaction also was also shown to be associated
with employee health and psychological well-being ((İlhami, 2012). Increasing job
satisfaction subsequently decreases rates of turnover intentions (Hellman, 1997).
There is a negative connection between job satisfaction and turnover intention. In other
words, it was found in this study that job satisfaction is one of the most important
antecedents of organizational commitment and turnover intention of employees
(İlhami,2012). Employees, especially the skilled ones, are always searching for better
jobs, working environment and experience, and training to enhance their skills and
sustain their jobs. In the Philippine educational institutions, staff turnover is
continuously increasing, but it remains low in Mindanao (Kukano, 2011). The studies
on organizational commitment among teachers are quite not common.
Research in Vigan, Northern Philippines revealed that grade school teachers have
the least intensity of attachment, even though all of them find a sense of economic
security in the school (Tabuso, 2007).
Turnover intentions are among the strongest forecasters of actual turnover, and
organizational commitment is one of the most important precursors to turnover intention.
These findings underscored the importance of organizational commitment in retaining
employees and the appropriate use of intention to leave as the dependent variable
because of the link to actual turnover (Kuean et al., 2010).
The foregoing discussion provided the empirical background of the present study
on organizational commitment of employees.

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 617
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

Research Method
The study used the descriptive research design with questionnaire as the main
data collection tool. The study was conducted at Southland College of Kabankalan City,
Negros Oriental, Philippines (9.9837° N, 122.8208° E). Southland College has a total of
110 employees. Eleven (11) full time permanent College Instructors, twelve (12) Full
Time probationary College Instructors, fourteen (14) full time permanent Basic Education
Faculty, Thirty-three (33) full time probationary Basic Education Faculty, thirty-five (35)
permanent Full Time non- teaching staff, and five probationary non- teaching staff.
Respondents of this study were the employees who have rendered service to the
Institution from Pre – school to College as well as those who left. These employees have
the age range of 21 to 65 years old and have served the institution for one (1) year 11
years. The age and length of service were part of the demographics as the researcher
would like to identify whether these factors have effects on the results of the study. These
employees were chosen since they have already served the institution for a long period
which means they have known the organizational culture well and much is expected of
them. The study employed the Likert scale modified to four (4) point scale to remove
uncertainties.
To those who left the institution, sampling was done as it will be difficult to reach
them as they have been in the different areas of the globe. From a total of sixty- three
noted turnover over the past ten years, a sample size of 55 was taken. The sample size
was determined using Cochran’s formula with the aid of the raosoft.com sample size
calculator.
The researcher collected data from the respondents through questionnaires that
require them to answer simple questions. The questionnaire was adapted from Meyer
and Allen (1997).
The survey questionnaire dealt with organizational commitment with a total of
twenty – four (24) items as it was composed of eight (8) questions per dimension was
adapted from Meyer and Allen (1997) in determining the level of organizational
commitment of the employee.
An informed consent form was signed by the respondents. The questions herein
were asked for the reason of determining the intention to remain working in this school
and the results will not affect the career in this school. The respondents were also
assured that their honesty is appreciated.

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 618
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

RESULTS AND DISCUSSION

Extent of the Organizational Commitment of Employees

ORGANIZATIONAL INTERPRETATION
COMMITMENT OF
EMPLOYEES Stayers Leavers Total
SD SD SD
Affective Commitment 2.52 2.44 2.48 Less Committed

Continuance Commitment 2.53 2.40 2.46 Less Committed

Normative Commitment 2.55 2.50 2.52 Committed

1.00 – 1.75 Not Committed; 2.51 – 3.25 Committed

1.76 – 2.50 Less Committed 3.26 – 4.00 Very Committed

Of the three (3) organizational commitment of employees, stayers are committed

while leavers are less committed. Both stayers and leavers are less committed in terms
of affective and continuance commitment and committed in terms of normative
commitment. Employees feel obligated to the organization even though they are unhappy
with the roles assigned to them. They feel that they should stay or be staying for this is
the right thing to do and they can be measured with the reflecting plans to remain in the
organization in the next two years. (Allen and Mayer, 1998).

Several factors stemmed from this sense of obligation from the investment of the
organization on training to the rewards given in advance like in faculty and staff
developments of various forms (Flamholtz, E. G. (1999). Employees who are bored
and unmotivated are in this type of commitment. They have the tendencies to block
enthusiastic employees to the extent of lowering the morale of the whole group (Mind
tools content team, 2020).
Proposal for normative commitment showed that this type of commitment
advances from a combination of socialization processes including early socialization like
socialization into family and culture and organizational socialization like newcomer
socialization into an organization. Strong messages about the appropriateness of
particular behaviors and attitudes are the results of the experience in socialization
(Wiener, 1982). These processes then lead an individual to acquire what is valued and
what is expected of them by their family, culture, and employing organizations as a

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 619
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

whole (Meyer & Allen, 1997).

The suitability of organizational loyalty was the focus of this early socialization
process where the self with the moral values like “People should not job-hop,” is
consistent with the approach that an occupational commitment measures the normative
commitment (Meyer et al. (1993). A view that an individual’s belief in and the need to
fulfill an obligation to others reflected the measure that is shaped by early socialization
(Wiener, 1982). Further, this view was not correlated with affective commitment by is
significantly correlated with continuance commitment.
The influence of organizational socialization has also played a role in the
development of normative commitment in the workplace (Dunham et al., 1994; Grube,
1990). The argument about signals being communicated among employees affected
the size and magnitude of organizational commitment where employee’s normative
commitment was significantly associated with the other employees’ normative
commitment (Wiener, 1982). The Social Information Processing Theory (SIP) confirmed
this finding where the attitude of an employee is based on the immediate social
environment (Salancik & Pfeffer, 1978).
On the other hand, the mean computation revealed that the previous and present
employees are less dedicated in terms of continuance commitment. This simply implies
that the employees are not apprehensive being unemployed as a result of leaving the
organization. Moreover, in the aspect of a passive type of organizational commitment,
the mean results signified that the previous employees left the organization due to
dissatisfaction. The aforesaid could also be the same reason for the current employees
to leave the organization (Hiroaki, 2018). It is concluded then that there is a lack of
mutual relationship between the employees and the management.
The findings conformed to Homan’s Exchange Theory that organizational
commitment is a result of a give and take relationship between the employees and
workplace. Further, the theory conforms that this exchange relationship is favorable,
organizational commitment is more visible otherwise employee’s attrition is increased.
However, the results do not conform to the study conducted by Sow, et.al. (2015) where
they pointed that when normative commitment is high, turnover intention is low.
The type of organizational commitment affects the turnover intentions of
employees of all types of organization. The succeeding tables showed how the job and
personal related factors have contributed to the type of commitment the employees
have.

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 620
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

CONCLUSION
The study concludes that both stayers and leavers exhibited a normative type of
commitment where employees feel obligated to perform tasks rather than the better
affective commitment where employees are attached to the vision and mission of the
organization. This is due to the fact that the school is only 11 years old and employees
come and go. Moreover, there is no concrete staff development program.
The organizational culture of the Institution encourages self – enhancement, allows
self-expression and nurture productivity. These characteristics of an organization
foster a bigger chance of employee retention.
Further, the concept that employees stay in an organization are committed does
not always stand correct for they also are having quit thoughts. In the same manner, not
all employees who have departed from the workplace are committed to quitting because
it just came at the right time and the reasons for quitting were not about the organization
but about serving the personal and family needs.

RECOMMENDATIONS
1. Develop employees retention program
2. Crating of staff development program to nourish organizational commitment

ACKNOWLEDGEMENT
Southland College of Kabankalan City, Inc., Administrators, Past and Present
Employees for the support.
Adviser, Dr. Ma. Lourdes C. Umlas for the expertise, motivation, and
encouragement to keep moving to complete this endeavor. For meticulously went over
the paper for hundred times to achieve veracity.
Members of the research panel, chaired by the Dean, Dr. Jestoni P. Babia, Dr.
Glenn G. Pajares, Dr. Sergio M. Sarza, Dr. Roxan A. Consolacion, for imparting
valuable insights and suggestions in transforming this study into an explicit one.

REFERENCES
1. Cranny, C., Smith, P., & Stone, E. (1992). Job Satisfaction: How People Feel about Their Jobs and How It Affects Their
Performance. New York: Wiley.
2. Dalessio, A., Silverman, W. H., & Schuck, J. R. (1986). Paths to turnover: a re- analysis and review of existing data on
the Mobley, Horner and Hollingworth Turnover Model. Human Relations. 39(3), 264-70.
3. Ferguson, A. (2005). Employee Engagement: Does it exist, and if so, how does it relate to performance and other job
constructs such as commitment? Annual Industrial/ Organisational Psychology Conference Australian Psychological
Society, 3-19.
4. Ghazzawi, I. (2008). Job satisfaction antecedents and consequences: a new conceptual framework and research
agenda. The Business Review, 11, 1- 11.

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 621
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

5. Glissmeyer, M., Bishop J. W., & Fass, R. D. (2008). Role conflict, role ambiguity and intention to quit the
organization: The case of law enforcement. Academy of Management Journal, 40(1), 82-111.
6. Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover:
Update, moderator tests, and research implications for the next millennium. Journal of Management, 26, 463-488.
http://dx.doi.org/10.1177/014920630002600305
7. Locke, J. (1993). A child’s path to spoken language. Cambridge, MA: Harvard University Press.
8. Meyer, J., & Allen, N. (1997). Commitment in the workplace. Thousand Oaks, CA: SAGE Publications.
9. Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. London: Sage Journals
10. Chen, P. Y., & Spector, P. E. (1991). Negative affectivity as the underlying cause of correlations between stressors
and strains. Journal of Applied Psychology, 76(3), 398-407. http://dx.doi.org/10.1037/0021-9010.76.3.398
11. Deci, E. L., & Ryan, R. M. (1985a). The General Causality Orientation Scale: Self- determination in personality.
Journal of Research in Personality, 19, 109–134. doi:10.1016/0092-6566(85)90023-6
12. Dunham, R. B., Grube, J. A., & Castaneda, M. B. (1994). Organizational commitment: The utility of an integrative
definition. Journal of Applied Psychology, 79, 370-380.
13. Grube, J. A. (1990). Organizational commitment: A social information processing perspective. Unpublished doctoral
dissertation, University of Wisconsin, Madison.
14. Hellman, C. M. (1997). Job satisfaction and intent to leave. Journal of Social Psychology,137(6),667-689.
http://dx.doi.org/10.1080/00224549709595491
15. Hiroaki, I. “Relationship among individual-level computerization, organization commitment and job
performance,” IEEE
16. Meyer, J., & Allen, N. (1997). Commitment in the workplace. Thousand Oaks, CA: SAGE Publications.
17. Meyer, J., Allen, N., & Gellatly, I. (1990). Affective and continuance commitment to the organization: Evaluation of
concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710-720. http://dx.doi.org/10.1037/0021-
9010.75.6.710
18. Morrell, K., Loan-Clarke, J., & Wilkinson, A. (2001). Unweaving Leaving: The Use of Models in the Management of
Turnover. International Journal of Management Reviews, 3(3), 219-244. http://dx.doi.org/10.1111/1468-2370.00065
19. Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal
of Vocational Behavior, 14(2), 224–247. doi:10.1016/0001-8791(79)90072-1
20. Rusbult, C., & Farrell, D. (1983). A longitudinal test of the investment model: The impact on job satisfaction, job
commitment, and turnover of variations in rewards, costs, alternatives, and investments. Journal of Applied
Psychology, 68(3). http://dx.doi.org/10.1037/0021-9010.68.3.429
21. Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design.
Administrative Science Quarterly, 23, 224- 253.
22. Wiener, Y. (1982). Commitment in organizations: A normative view. Academy of Management Review, 7, 418-428.
23. Chair, Ira & Suyuthie, Hijriyantomi & Ferdian, Feri & Pasaribu, Pasaribu. (2019). The influence of work environment
towards turnover intention of employee of 4 star hotels in padang city.
24. Flamholtz, E. G. (1999). Human resource accounting: Advances in concepts, methods, and applications. Springer
Science & Business Media.
25. Journal of Business on Hospitality and Tourism. 4. 10.22334/jbhost. v4i2.120. İlhami, Y. (2012). Examining the
Relationships among Job Satisfaction, Organizational Commitment, and Turnover Intention: An Empirical
Study. Retrieved on August 09, 2020 from http://dx.doi.org/10.5539/ijbm.v7n20p44.
26. Kuean, W.L., et.al. (2010). The Relationship between Organizational Commitment Intention to Quit: The Malaysian
Companies Perspectives. Journal of Applied Sciences, 10 (19):2251-2260. Retrieved August 5, 2020, from
http://scialert.net/abstract/?doi=jas.2010.2251.2260
27. Kukano, C. (2011). Implementing Personnel Retention Strategies at CorJesu College in the Philippines.
University of Africa. Retrieved August 05, 2020,
fromhttp://uir.unisa.ac.za/bitstream/handle/10500/4103/thesis_kukano_.pd f?sequence=1
28. Mind tools content team. The Three Component Model of Commitment. Retrieved on October 19, 2020 from
https://www.mindtools.com/pages/article/three- component-model-commitment.htm.
29. Morris, M. G., & Venkatesh, V. (2010). Job characteristics and job satisfaction: Understanding the role of enterprise
resource planning system implementation. Mis Quarterly, 143-161.
30. Sow, M., Anthony, P., & Berete, M. (2016). Normative Organizational Commitment and its Effects on Employee
Retention. Business and Economic Research, 6(1), 137-147. doi: http://dx.doi.org/10.5296/ber.v6i1.9018

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 622
 cognizancejournal.com
Elwin L. Taquiso, Cognizance Journal of Multidisciplinary Studies, Vol.5, Issue.1, January 2025, pg. 614-623
(An Open Accessible, Multidisciplinary, Fully Refereed and Peer Reviewed Journal)
ISSN: 0976-7797
Impact Factor: 5.183
Index Copernicus Value (ICV) = 77.57

31. Tabuso, J. (n.d). Organizational Commitment of the Faculty of the Divine Word College of Vigan. Retrieved August
5, 2020 from http://www.eisrjc.com/documents/Organizational_Commitment_Of_The_Fa
culty_Of_The_DWCV_1325750682.pdf.
32. Yücel, İ. (2012). Examining the relationships among job satisfaction, organizational commitment, and turnover
intention: An empirical study.

©2025, Cognizance Journal, ZAIN Publications, Fridhemsgatan 62, 112 46, Stockholm, Sweden, All Rights Reserved 623