Critical predictors influencing job performance and organizational commitment

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Critical predictors influencing job performance and organizational commitment
Introduction
Committed employees and productive employees are valued assets in any organization in the contemporary business arena. Not organization can perform optimally or at peak levels unless their workforce is productive and commitment to the objectives and vision of the organization. Commitment in this context entails the concept of human relation and generation of energy, as well as the activation of the human mind. The lack of commitment has the potential of compromising the implementation of new initiatives and ideas. Also, Job performance and organizational commitment plays a critical role in the retention of talented workforce which can be quite challenging when compared to the recruitment process. Such factors are considered vital for organizational success, as well as the share of favorable association. However, that does not invariably indicate that a satisfied worker will always be commitment to a company and be productive. Therefore, this research paper seeks to examine the critical predictors influencing job performance and organizational commitment.
Job performance and organizational commitment
Organization mechanisms, group mechanisms, and individual characteristics often impact on individual mechanisms such as job satisfaction, stress, motivation, trust, justice and ethics, and learning and decision making. Consequently, the above individual mechanisms usually impact on individual outcomes within the context of job performance and organizational commitment (Meyer, 2016). 
Organizational commitment refers to the strong belief and conviction, as well as acceptance about the values and goals of an organization, the willingness for an individual to exert effort for the company, as well as the desire to remain in an organization. However, this is often linked to the effectiveness of an organization in certain areas and the outcome of specific to the employees such as turnover intention, job satisfaction, and psychological well-being. Employees that have high level of commitment to an organization may be motivated towards making more valuable contributions and a high job performance level. Nazir & Islam (2017), on the other hand, describe organizational commitment as the bond which employees experience with their company or organization. Committed workers often feel a connection with their company including have a sense and a feeling that they belong and fit and comprehend the goals and objectives of the organization. The additional value that is associated with such employees is that they are always determined in their work and as a result show high productivity besides being more proactive in the provision of their support.
Tsai (2011) illuminates the types of organizational commitment that individuals usually exhibit. They include affective commitment, continuance commitment, and normative commitment. Affective commitment encompasses how individuals want to stay or remain at their organization. They often identify with the goals of the company and have a feeling that they fit the organization, as well as being satisfied with their work. Continuance commitment, on the other hand, is associated with how the workforce feels the need to stay in the firm. Some of the reasons may be related to remunerations and lack of work alternatives. However, such employees can become disengaged or dissatisfied with their roles or tasks despite the fact that they may not be willing to leave the corporation. As for normative commitment, it is associated with how individuals feel they have to stay in a company. They normally feel that leaving the organization is likely to have a disastrous consequence and as a result they guilt sense about the possibility of leaving may engulf them.
With regards to job performance, it entails the assessment of whether an individual is performing his or her job well. Meyer (2016) asserts that performance is a vital criterion not only for organizational outcomes but also success. It can also be considered as the overall expected value from the behaviors of the employees and it has to be carried out within a course of a set time frame. An employee who has greater organizational commitment have increased probability of contributing towards the success of a company. Besides, he or she is also likely to experience high levels of job satisfaction. Equally, increased job satisfaction level may help in reducing turnover of the workforce, as well as increasing the ability of the firm to recruit and retain talents. Notably, there are critical predictors influencing of job performance and organizational commitment (Sungu,Weng, Hu, Kitule & Fang, 2019).
Impact of organizational mechanisms on job performance and organizational commitment
Organizational mechanisms entail issues such as organizational structure and organizational culture. Organizational culture entails how employees interact with each other and complete tasks in an organization. The paradigm of culture consists of values, beliefs, symbols, and rituals governing the style of operation of individuals in a company. Tsai (2011) explains that corporate culture is critical to binding the workforce together besides providing the firm with direction.
Babalola (2016) illuminates that there are different types of organizational culture. The culture that is dominant in an organization is often determined by the environment in which it operates including the objectives, management style, and belief system of the workforce. As a result, many organizations have exhibited varied organizational cultures. For instance, well-structured and highly bureaucratic organizations often adhere to a cultural characterized by extensive controls. Employees have to comply with standard procedures by being adherent to hierarchy, as well as defined roles and responsibilities of individuals.
However, those in environments that are competitive usually forgo the hierarchies and adopt competitive culture where the emphasis is on the maintenance of relationships with parties externally. In such cases, the companies have to incorporate a strategy for attaining competitive advantage over the rivals. As for collaborative cultures, the workforce gets decentralized with units that are integrated to work together with the aim of finding solutions to encompassing problems.
According to Lok & Crawford (2004), in companies with strong organizational cultures, the workforce is often like minded because they hold same ethical values and beliefs. When such ethical values and beliefs are aligned to the objectives of the business then they are likely to be effective particularly in team building since trust and rapport can quickly ensue. The bonds emanating from the team building helps in focusing on completion of tasks and avoiding conflicts. Also, strong organizational cultures usually help in easing communication with regards to responsibilities and roles to people. Notably, the workers comprehend what is expected on them including ways through which the management assesses their performance, as well as the forms of available rewards.
With regards to job performance and levels of motivation, the impacts of organizational cultures usually vary. For example, employees often work hard to accomplish the goals of an organization when they view themselves as part of the corporate environment. Meyer (2016) illuminates that when different cultures operate in an organization, it can also impact on job performance. For example, if a section of an organization uses a culture characterized by talk when necessary while another allows the workforce to be socially active and outspoken, then rivalry may ensue within the organization. As a result, enabling a section of an organization to set up its own culture has the potential of affecting job performance of other employees deployed in other areas of a firm (Ordóñez & Tennyson, 2017).
Nazir & Islam (2017) explain that organizations have the obligation of structuring their recruitment processes not only to attract but also engage potential talents with the same values and beliefs that are aligned to the culture of the organization. It helps in ensuring that new talented workforce is assimilated to the company, as well as strengthening the corporate culture. Tsai (2011) reiterates that it is imperative for organizations to aligning their culture with the performance systems of management. When the management systems and culture are not aligned the redirecting the management to enable employee behavior accomplish organizational goals would be vital.
Organizational commitment plays an integral role not only in the success but also the survival of the organization. Babalola (2016) elaborates that a strong organizational culture can form the behavior of the employees, helps in coordination of their treatment besides creating shared beliefs, organizational identity and work commitment among the employees. It also specifies how people look, reduces external control, prevents disord...