Editing Organizational commitment (section)

== Other factors ==

=== Role Stress ===
:Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well being of workers and functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. Role ambiguity and conflict decrease worker's performance and are positively related to the probability of the workers leaving the organization. Role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and organizational commitment.<ref>{{cite journal
 | pmid = 22029494
| year = 2009
| last1 = Antón
| first1 = C
| title = The impact of role stress on workers' behaviour through job satisfaction and organizational commitment
| journal = International Journal of Psychology
| volume = 44
| issue = 3
| pages = 187–94
| doi = 10.1080/00207590701700511
}}</ref>

=== Empowerment ===
:Empowerment in the workplace has had several different definitions over the years. It has been considered 'energizing followers through leadership, enhancing self efficacy by reducing powerlessness and increasing intrinsic task motivation.' A psychological view of empowerment describes it as 'a process of intrinsic motivation, perceived control, competence, and energizing towards achieving goals.' There are two prominent concepts of empowerment. The first is Structural Empowerment which comes from the Organizational/Management Theory and is described as the ability to get things done and to mobilize resources. The second is Psychological Empowerment which comes from Social Psychological models and is described as psychological perceptions/attitudes of employees about their work and their organizational roles. A study done by Ahmad et al. found support for the relationship between empowerment and job satisfaction and job commitment. The study looked at nurses working in England and nurses working in Malaysia. Taking cultural context into consideration, the study still showed a positive correlation between empowerment and job satisfaction/commitment.<ref>{{cite journal
 | pmid = 20636507
| year = 2010
| last1 = Ahmad
| first1 = N
| title = Empowerment, job satisfaction and organizational commitment: A comparative analysis of nurses working in Malaysia and England
| journal = Journal of Nursing Management
| volume = 18
| issue = 5
| pages = 582–91
| last2 = Oranye
| first2 = N. O.
| doi = 10.1111/j.1365-2834.2010.01093.x
}}</ref>

=== Job Insecurity and Employability ===
:In a study conducted by De Cuyper research found that workers who were on fixed-term contracts or considered "temporary workers" reported higher levels of job insecurity than permanent workers. Job insecurity was found to negatively correlate with job satisfaction and affective organizational commitment in permanent workers. The study also found that job satisfaction and organizational commitment were highly correlated with being a permanent worker.<ref>{{cite journal
 | pmid = 19331480
| year = 2009
| last1 = De Cuyper
| first1 = N
| title = Job insecurity and employability in fixed-term contractors, agency workers, and permanent workers: Associations with job satisfaction and affective organizational commitment
| journal = Journal of Occupational Health Psychology
| volume = 14
| issue = 2
| pages = 193–205
| last2 = Notelaers
| first2 = G
| last3 = De Witte
| first3 = H
| doi = 10.1037/a0014603
}}</ref>

=== Distribution of Leadership ===
A study conducted by Hulpia et al. focused on the impact of the distribution of leadership and leadership support among teachers and how that affected job satisfaction and commitment. The study found that there was a strong relationship between organizational commitment and the cohesion of the leadership team and the amount of leadership support. Previously held beliefs about job satisfaction and commitment among teachers was that they were negatively correlated with absenteeism and turnover and positively correlated with job effort and job performance. This study examined how one leader (usually a principal) effected the job satisfaction and commitment of teachers. The study found that when leadership was distributed by the 'leader' out to the teachers as well workers reported higher job satisfaction and organizational commitment than when most of the leadership fell to one person. Even when it was only the perception of distributed leadership roles workers still reported high levels of job satisfaction/commitment.<ref>{{cite journal | doi = 10.1080/09243450902909840| title = The relationship between the perception of distributed leadership in secondary schools and teachers' and teacher leaders' job satisfaction and organizational commitment| journal = School Effectiveness and School Improvement| volume = 20| issue = 3| pages = 291| year = 2009| last1 = Hulpia | first1 = H. | last2 = Devos | first2 = G. | last3 = Rosseel | first3 = Y. | hdl = 1854/LU-626335| s2cid = 53633640| url = https://biblio.ugent.be/publication/626335| hdl-access = free}}</ref>