Study On The Relationship Between The Knowledge Staff Organizational Commitment And Job Involvement

With the arrival of the era for the knowledge-based economy, knowledge workers are gradually evolving into the main body of the workforce. The relationships have changed significantly between the organization and the staff with a high degree of scarcity of production factors. There are new changes about the concept of short-term leases, the pursuit of personal and professional values, work-family balance new professional values. At the same time, there is generating a profound impact on modern enterprise management. Maintaining organizational stability and stimulating the work potential of the core human resources, has also become one of hot topic for the modern enterprise management. Organizational commitment not only react the staff and organizational relationships harmonious, but also reveal some degree of foresight on the potential performance of the organization which reflect the prospective. Prior research from Organizational Commitment supports its important theoretical value and practices in improving enterprise management and labor relations. It can directly apply "people-oriented" management philosophy, help understand employees working attitude and turnover intention&tendency of retention. It also provides well foundation for common business operations. Job engagement is a three-dimensional integrated concept which combines employee attitudes, behavior and affect. It not only involves employees’ psychological and behavioral dimensions but also relates to individual and organizational performance. In this study, a sample of239knowledgeable employees was surveyed. By using factor analysis, descriptive statistics and path analysis, organizational commitment, its dimensions with the work and its various dimensional relationships were analyzed theoretically and empirically. Finally, the following conclusions were drawn:(1) Overall, we find the low levels of normative commitment and the acceptance of organizational institutionalized mechanism for Chinese employees. However, the continuance commitment and affective commitment were high. Specially, employee energy and focus were much higher than employee dedication. In other words, job involvement is shown at the individual level, rather than the organization’s objectives.(2)Continuance commitment and affective commitment dimensions have significant effects on job engagement. The standardized coefficients are0.79and0.29, respectively. The effects of normative commitment and focusing dimensions have not been confirmed.(3) Continuance commitment, affective commitment and normative commitment do not have significant influences on employee energy. (4) Continuance commitment, affective commitment and normative commitment have significant effects on the dedication, and three factors of organizational commitment and dedication offer dimension positively predicted relationshipThis study further explores the existing theoretical research of organizational commitment, through the analysis of real-world problems in the knowledge-based enterprise management practice. It provides theoretical guidance for the current employee management of commercial enterprises, which will increase the employees’organizational commitment and improve employee engagement. Finally it will affect both employee turnover rate and corporate performance, and has good practical implications.