Statement of the research problem

How employees commitment to the organization can be increased

Importance of the research

This research will help software organizations in Egypt to best manage their organizational commitment through knowing about the most important factors influencing their employees commitment towards their organizations.

Research Objectives
1- Define components of organizational commitment. 2- Determine from literature the most important factors influencing organizational commitment. 3- Identify the highest influencing factor on every organizational commitment component through our research analysis on the software industry in Egypt.

Literature Review
Organizational commitment can be defined as the employee's psychological attachment to the organization. Organizational commitment has at least three separable components reflecting (a) a desire (affective commitment), (b) a need (continuance commitment), and (c) an obligation (normative commitment) to maintain employment in an organization (Meyer & Allen, 1991). (Weng, McElroy, Morrow & Liu) conceptualized career growth by four factors: career goal progress, professional ability development, promotion speed and remuneration growth, and examined the relationship between employees' career growth and organizational commitment that was conceptualized using Meyer and Allen's (1997) three component model. Their findings were that career growth has a positively influence on the organizational commitment (Weng, McElroy, Morrow & Liu, 2010). (Wziqtek-Stasko & Lewicka) found that relation at work is the biggest motivating effectiveness factor followed by employment security then the decision making opportunity. Praises and remuneration came after that and finally these factors came, as motivators, penalties, reprimands, admonitions and autocratic style of management are the least effective (WziqtekStasko & Lewicka, 2010). This is consistent with (Yamada, Sugisawa, Sugihara & Shibata, 2006) findings that employment security and relation in workplaces are significantly related to older

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male employees perceptions of their employment in Japan, as well as general employee population. (Yamada, Sugisawa, Sugihara & Shibata, 2006). (Brimeyer, Perrucci & Wadsworth) agreed with (Wziqtek-Stasko & Lewicka) that when workers experience greater control at the point of production, they express greater organizational commitment (Brimeyer, Perrucci & Wadsworth, 2010). Increasing Affective commitment AC refers to employees' psychological attachment to their organizations caused by their identification with the objectives and values of their organizations. In other words, employees are loyal to and choose to remain with their organizations because they want to (Meyer & Allen, 1991). Hypothesis 1. Hypothesis 1a. Friendly relations at work are positively associated with continuance commitment. Hypothesis 1b. Employment security is positively associated with continuance commitment. Hypothesis 1c. Decision-making freedom is positively associated with continuance commitment. Hypothesis 1d. Promotion Equity is positively associated with continuance commitment. Hypothesis 1e. Employee Training & Development are positively associated with continuance commitment. Hypothesis 1f. Salary Increase is positively associated with continuance commitment. Increasing Continuance commitment CC is a function of the perceived cost of leaving an organization. In other words, people feel a sense of commitment to their organization because they feel they have to remain (Meyer & Allen, 1991). Hypothesis 2. Hypothesis 2a. Friendly relations at work are positively associated with continuance commitment. Hypothesis 2b. Employment security is positively associated with continuance commitment.

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Hypothesis 2c. Decision-making freedom is positively associated with continuance commitment. Hypothesis 2d. Promotion Equity is positively associated with continuance commitment. Hypothesis 2e. Employee Training & Development are positively associated with continuance commitment. Hypothesis 2f. Salary Increase is positively associated with continuance commitment. Increasing Normative commitment NC refers to the employee's psychological attachment to the organization based on either socialization experiences that emphasize the appropriateness of remaining loyal or a moral obligation to repay the organization for benefits received from the organization. Stated differently, people should help and not hurt those who have helped them (Meyer & Allen, 1991). Hypothesis 3. Hypothesis 3a. Friendly relations at work are positively associated with normative commitment. Hypothesis 3b. Employment security is positively associated with normative commitment. Hypothesis 3c. Decision-making freedom is positively associated with normative commitment. Hypothesis 3d. Promotion Equity is positively associated with normative commitment. Hypothesis 3e. Employee Training & Development are positively associated with normative commitment. Hypothesis 3f. Salary Increase is positively associated with normative commitment. Sample items for affective commitment include: (1) I would be very happy to spend the rest of my career with this organization and (2) I really feel as if this organization's problems are my problems. Sample continuance commitment items include: (1) Right now, staying with my organization is a matter of necessity as much as desire, (2) It would be very hard for me to leave my organization right now, even if I wanted to. Finally, items representative of normative commitment include: (1) I do not feel any obligation to remain with my current employer (reverse coded). (2) Even if it were to my advantage, I do not feel it would be right to leave my organization now. (Weng, McElroy, Morrow & Liu, 2010).

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Research Design
Sample A total of 100 employees distributed in 5 different companies in the software industry in Egypt will be used as the sample size. They will be reached via e-mail questionnaire to measure the different hypothesis. Dependent and Independent variables All of the items in the questionnaire employed a five-point Likert scale format (1= strongly disagree, 5 = strongly agree, unless otherwise indicated. Six-item scales developed by (Meyer & Allen, 1997) will be used to measure the three dimensions of organizational commitment. Here we are introducing the sample items for every dependent and independent variables.
Dependent variables (Meyer & Allen, 1997) 1 Affective Commitment a I would be very happy to spend the rest of my career with this organization b I really feel as if this organization's problems are my problems 2 Continuance Commitment a Right now, staying with my organization is a matter of necessity as much as desire b It would be very hard for me to leave my organization right now, even if I wanted to 3 Normative Commitment a I do not feel any obligation to remain with my current employer (reverse coded) b Even if it were to my advantage, I do not feel it would be right to leave my organization now Independent variables 1 Friendly relations at work 2 Employment security 3 Decision-making freedom 4 Promotion Equity 5 Employee Training & Development 6 Salary Increase

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Friendly relations at work

Employment security

Promotion Equity

Organizational Commitment

Decision-making freedom

Employee Training & Development

Salary Increase

References
Anna Wziqtek-Stasko and Dagmara Lewicka, 2010, MOTIVATING EMPLOYEES VERSUS CHALLENGES OF CONTEMPORARY ECONOMY - A CASE STUDY, ISSN 1392-3137. TILTAI, 2010,1 John P. Meyer and Natalie J. Allen, 1991, A three-component conceptualization of organizational commitment, Human Resource Management Review, Volume 1, Issue 1, Spring 1991, Pages 61-89 John P. Meyer and Natalie J. Allen, 1997, Commitment in the Workplace: Theory, Research, and Application, Copyright 1997 by Sage Publications, Inc. Qingxiong Weng, James C. McElroy, Paula C. Morrow and Rongzhi Liu, 2010, The relationship between career growth and organizational commitment, Journal of Vocational Behavior 77 (2010) 391400 Ted M. Brimeyer, Robert Perrucci & Shelley MacDermid Wadsworth, 2010, Age, Tenure, Resources for Control, and Organizational Commitment, SOCIAL SCIENCE QUARTERLY, Volume 91, Number 2, June 2010, 2010 by the Southwestern Social Science Association Yoshiko Yamada - Hidehiro Sugisawa - Yoko Sugihara & Hiroshi Shibata, 2006, Factors Relating to Organizational Commitment of Older Male Employees in Japan, Springer Science + Business Media, Inc.

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