A study on rewards and organizational commitment in a higher education institution

• Main Author: Minglana, Johanna G.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Organizational commitment—Education (Higher); Universities and colleges; Industrial and Organizational Psychology
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5943; https://animorepository.dlsu.edu.ph/cgi/viewcontent.cgi?article=12945&context=etd_masteral
• Institution: De La Salle University

There is a dearth in studies on the dynamics of rewards and organizational commitment of the faculty and staff in higher education institutions and this research attempts to fill that gap. There are three specific objectives: to investigate the importance of rewards that are available to academic personnel in a higher education institution; to identify the type of organizational commitment that teaching and non-teaching staff in a higher educational institution have; and, to explore the relationship between these rewards and the employees’ type of organizational commitment. The research answers the questions on what rewards employees in a higher education institution find most and least important to them, what type of organizational commitment employees in this organization have, and how specific rewards in the said organization correlate with employees’ organizational commitment. The online survey was conducted to 146 academic staff, out of which 84.24% responded. To test the hypotheses that Personal Rewards correlate with Affective Commitment and Normative Commitment and that Corporate Rewards correlate with Normative Commitment and Continuance Commitment, this study used Allen and Meyer’s 3- Component Model of Organizational Commitment, Deci and Ryan’s Self-Determination Theory, and Vroom’s Expectancy Theory of Motivation. Test Reliability was conducted during pre-test. The self-administered questionnaire involved 2 parts: the self-constructed Rewards Questionnaire and the standardized Organizational Commitment Scale. Results showed that the respondents perceived themselves to have a predominantly Affective Commitment; that Personal Rewards had a positive and significant correlation with Affective Commitment and Continuance Commitment; and that Corporate Rewards had a positive correlation with Normative Commitment and Continuance Commitment.