| To determine whether manager's commitment, job satisfaction and job characteristics are impacted by changes in the workplace (e.g., downsizing), a survey was administered to 203 managers from private and public organizations throughout the United States. The variables examined for the study were: job characteristics (skill variety, task identity, task significance, autonomy, feedback from job itself, dealing with others), organizational commitment (affective, continuance, normative), job satisfaction (present work, present pay, opportunity for promotion, supervision, coworkers, job-in-general, job situation), and demographic factors (age, tenure, gender, education, income).; The theoretical framework for this study used Hackman and Oldham's Job Characteristics Theory. The three survey instruments used were: The Abridged Job Descriptive Index, Organizational Commitment Scale and the Job Diagnostic Survey - Job Characteristics Subscales. A demographic questionnaire was also used to collect respondent data.; The relationship between job characteristics and organizational commitment were found to be mixed. Positive and slightly significant relationships were found between four of the seven job characteristics and six of the seven job satisfaction variables. A statistically and slightly significant relationship was found between affective commitment and all of the job satisfaction variables; the same relationship was found for normative commitment. The findings for continuance commitment were found to be mixed between each of the job satisfaction variables. Almost all demographic variables were non-statistically related to the organizational commitment variables. There were mixed findings found between the demographic variables and each job satisfaction variables.; The study implications provide evidence to support that managers commit differently to each of the organizational commitment variables. There is further support that a multi-dimensional construct of organizational commitment exists in the workplace. Considering the continued pace of corporate downsizing, managers may shift their commitment to other forms, like work-related competencies. The relationship between employer and employee could change when the costs and benefits of continued employment are altered. If the role of managers' work changes, there are implications for the value of training and its application in maintaining organizational profitability, and ensuring employee commitment and job satisfaction. |
