Understanding Organizational Commitment in

The Banking Sector: Focusing on In-Role and 1

Extra-Role Behaviors
Presented By:
Maryam Khan (19761)
Maha Nayyar (23560)
Maham Akram (21284)
Mehak A Wahab (21362)
Supervisor:
Dr. Jahanzaib Alvi
 OUTLINE 2

 Introduction
 Research Question
 Problem Statement
 Research Gap
 Research Methodology
 Results and Discussion
 Conclusion and Limitation
We will be looking for 4 fundamental questions in
introduction section.

INTRODUCTION
1 – What is being happening in this research domain?
3
2 – What is the problem that this research is trying to solve?
3 – Why is it important to address this problem?
4 – How will this research solve the problem?
Introduction 4

Organizational commitment is one of the most significant strengths of an employee

towards an organization which elevates their productivity, loyalty, performance and
reduces turnover (riyanto et Research
Research
al., Objective
Questionthis topic is one of the most
2023). Therefore,
1.
Ourresearched
essential and widely What
research
aretopics
aims
the factors
to understand
globally. that influence
the model
the
influencing
Organizational
the Organizational
CommitmentCommitment
of Generation andZ
Employee
Inadequate team employees
behaviors
performance in the
often ofBanking
Generation
arises when SectorZ employees
of Pakistan?
organizations neglectinto create and
execute a performance management
the banking sector system that addresses
of Pakistan. both individual
Additionally, our and team-
related performance concerns (Dierdorff& Wilson, 2003; Hackman, 1998; Meyer,
study
2. will
Whatdelve
is theinto
role
theof ways
In-role
to and
retain
Extra-Role
Gen Z and
1994; Salas et al., 2006)
increase
behaviors
their
in the
organizational
Banking Sectorcommitment.
of Pakistan?
Generation Z employees have different characteristics, preferences, and
expectations from their work and employers, such as the desire for autonomy,
flexibility, innovation, and social responsibility (Bencsik et al., 2016).
Problem Statement 5
 • Generation Z which represents the newest generation joining the workforce
Why today, and while Millennials and Generation Y have been the subject of much
research in the past, there hasn't been nearly as much research on the factors
Gen Z influencing Generation Z employees' work behavior

This study addresses Despite recruiting the

the issue related to top talent, the
employee organizations fail to
Why • Beingleading
dissatisfaction
If the the mostbecome
employees recentJobgeneration
satisfaction
unsatisfied
is the work industry,
towith
join their jobs maintain
then the studies on
considered
this generation in the context to have
of banking a is still relatively new and under-
industry
Bankingproblem
to low organizational
of retention
researched. arises,
Specifically turnover
because
significant bankingrate increases
is deemed
relationship oneorganizational
and questions
of the world's most
commitment which is a commitment due to a
Sector about stressed industries.
employee
major concern
This with
loyalty also
alsoapplies
arise
the to Pakistan's banking
(Mahmood
turnover et al., industry.
2014).
lack of
nowadays, especially intention (Mahdi,
2020). implementation of
for Generation Z performance
employees. management
• A very understudied area is the explanation of HR practices and their effect on
Why approaches.
organizational commitment and employee performance in Pakistan's banking
Pakistan sector
 Research Gap
Why Gen Z: Generation Z
which represents the newest
generation joining the
workforce today, and
while Millennials and
Generation Y have been the
subject of much research in
the past, there hasn't been
nearly as much research on
the factors influencing
Generation Z employees'
work behavior
The existing studies use a
limited number of
techniques, such as ML and
DL algorithms in Pakistan.
Hence, This study will use a
variety of techniques (as
suggested by LR), including
machine learning and
statistical models with
rigorous model testing.
7
There are very few studies that
use BASEL-III accord for model
calibration, recalibration and
model monitoring (IRB Approach).
Few of studies have done detailed
work on financial distress (Farooq
et al., 2018; Akhter et al., 2016)
with mild and severe impact on
credit default a very few studies
demonstrated finding compliance
with BASEL or IFRS in Pakistan (as
best of my Knowledge).
Conceptual Framework 8
Conceptual Framework

Goal &
Participation
H1
H2 Perceived In-Role
Organizational
H7
Behavior
Support
H3 H8
Performance H9
Appraisal
H4

H5
Job Organizational
Satisfaction H10 Commitment
Performance H6
Rewards
Research Methodology 10
Methodology 11
Design
• Explanatory
Approach
• Quantitative
Data
• Primary Data
Data Collection Instrument
• Survey Questionnaires
Sampling Technique
• Purposive and snowball sampling technique
Target Population
• Generation Z employees in the banking sector of Pakistan
Sample Size
• 216 respondents
Results and Discussion 12
Descriptive Statistics
Measurement Model KMO-0.895
Measurement Model
Fornell
Larcker GP IRB JS OC PA POS PR
Criteria
GP 0.749
IRB 0.156 0.702
JS 0.563 -0.029 0.745
OC 0.581 0.049 0.680 0.778
PA 0.575 0.097 0.499 0.510 0.762
POS 0.746 0.198 0.549 0.576 0.682 0.795
PR 0.519 0.068 0.416 0.405 0.720 0.648 0.778
Structural Model
Structural Model
Conclusion and Limitations 12
 Conclusion 19

• The study shows the significant impact of GP, PA, & PR on JS, POS , OC and IRB.

• The study indicates that the involvement of employees in the Goal setting is
positively impacting the Organizational Commitment of Gen Z employees.
Moreover, Performance Appraisal and Performance Rewards are also crucial to
influence the Organizational Commitment and In-role behaviour of banking
employees.

• Gen z employees can be retained in the organizations by working on the

mentioned factors.
 Limitations 20

Since the study only focuses on banking sector employees

particularly Generation Z, the future studies could explore this model
in different organizational contexts to get a broader understanding of
employee behavior and organizational commitment. Moreover, a few
components of performance management were used in this study,
future studies can use more components to understand employee
behaviour and attitudes.
21