Job Rank and Employee Commitment
Several researchers have conducted studies on this area among them job level both globally and locally.
Rae (2013) conducted a study to investigate how empowerment and commitment perceptions impact
on the job satisfaction. The study results revealed that to experience job satisfaction, HR managers and
CFOs require independence, affective commitment is requires by all the three managerial levels in order
to have job satisfaction.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
Chung-Chieh and Chen (2013) conducted a study to establish the correlation between commitments of
employees and attitude towards the job and the impact it has on quality of service in the tourism sector.
Cross sectional research design was utilized. In data analysis, different techniques in statistics were used.
Study establishment was that long stay of employees in the same job led to development of negative
attitude towards their job thereby affecting work commitment.
Commitments of employees and attitude
Albdour and Altarawneh, (2014) carried out study to establish the employee engagement and
commitment to an organization correlation in the Jordanian banking sector. The study measured
employee commitment using three key measurements: continuance, affective and normative
commitment. Population of study comprised the 336 frontline 20 employees of Jordan‟s bank. Non-
probability sampling technique was put to use. Questionnaires were put to use. High degree of
normative and affective commitment was noticed in employees with high job and organizational
engagement. Hence, high employee job engagement can significantly have an impact on employee
continuance commitment. Kamau (2012) examined factors that influence organizational commitment of
employees. The study focus being Kenya Plant Health Inspectorate Service Corporation.
The study concentrated on three main areas in analyzing the factors that affect employee commitment
namely. A case study design was employed. The outcomeof the study indicated significant factors
influencing commitment of employee be education, duration of service and job category. Kowido (2013)
examined factors contributing to employee commitment. The focus of study being small medium
furniture companies along Mombasa road in Nairobi County. Cross-sectional survey was utilized for this
study. Data was obtained and analyzed by use of descriptive statistics. From the study all factors under
investigation were found to affect employee commitment.
Availability of training and development
A consideration by employees of the factors to be positive that is, availability of training and
development, good working conditions, promotions, proper benefits and job security, is seen to create
commitment by employees to the organization. Kibigo (2016) studied the effect of intrinsic rewards on
employees commitment at Kenya‟s Fairmont Group of hotels. The paper sought to investigate how
intrinsic rewards affect employee commitment. It aimed at the 367 employees of Fairmont Group of
Hotels in Kenya and sampled 110 employees. The study looked into the effect of the following 21
intrinsic rewards on employee commitment: career growth and development; meaningful work;
empowerment; and flexibility at the work place.
The study revealed that most employees (72.2%) favored career growth and development as a source
of motivation. A small number of the employees (21.0%) noted that flexible work schedule plays a role
in influencing affective commitment. The study also established that majority (61.4%) of the employees
did not think that meaningful work had any impact on continuance employee commitment. Employee
empowerment played an insignificant role in employee commitment. From the study, the relationship
between career growth, flexible work schedules, meaningful work, organizational commitment and
work engagement is advantageous to Human Resource practitioners and managers in developing work
place strategies and also in improving positive workplace outcomes.
