Commitment employee to stay in organization. Additionally,

is the effort and belief that the people will continue the relationship with
other parties through any kind of sacrifices in the short time to achieved the
benefit in the longer time (Bae & Ha, 2014; Richard
& Zhang, 2012). The sacrifices could be monetary or non-monetary and the long benefit
would be future business with customers and positive word of mouth by customer.


is used and to be important construct in behavioural research (Chen & Indartono, 2011). Organizational commitment is considered as the loyalty of
employee to their leader. Meyer and Allen (1991) cited in (Ortiz, Rosario, Marquez,
& Gruneiro, 2015) divided organizational commitment in three dimensions
namely affective commitment, necessary commitment and moral commitment. The
affective commitment regards the emotional orientation towards the
organization. The necessary commitment regards the reciprocity relationship
between employee and organization and moral commitment is the obligation felt
by employee to stay in organization. Additionally, Richard and Zhang, (2012) stated two type of commitment namely affective commitment
and calculative commitment. Affective commitment regards the emotional barrier
to change which represent strong sense of the personal identification, but
calculative commitment is the relationship that more rational and economic
consideration. Calculative commitment also called continuance commitment. Its
commitment emerge as a harmful effect to consumers intention because when they perceive
high switching cost and have many alternatives, they will switch their  intention (Ercis, Unal, Candan, &
Yildirim, 2012).

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On the
other hand, moral and affective commitments are related to organizational
citizenship.  Organizational citizenship is
defined as behaviour which demonstrated by employee but it is regulated on job
description. Five dimensions of organizational citizenship namely; altruism,
the courtesy, tolerance, awareness and civic virtue (or CSR) are used to see
the correlation with organizational commitment. Obviously, the indicator of
organizational citizenship behaviour  namely;
civic virtue, altruism and courtesy dimensions have positive correlation with
organizational commitment (Ortiz et al., 2015). Moreover, volunteerism dimensions namely; career
enhancement, esteem, empathy, personal development and community concern also
examined the correlation with organizational commitment (OC) and organizational
citizenship behaviour (OCB). The result is personal development have positive
significance impact to OC and OCB and career enhancement, empathy, community
concern dimensions have mixed effect to OC (Jain, 2015).


Human resource
practice variables namely; choice, training, performance evaluation, promotion,
performance based-rewards, information sharing, security, and job security also
have significant effect to organizational commitment (Aladwan, Bhanogopan,
&  Netto, 2015; Pa?ao?lu, 2015). On the other hand, commitment based human practices which
mediated by on the job embedded influence employee turnover intention (Ghosh & Gurunathan,
2015). The study of top management found that top management commitment has
positive effects to top management involvement. Top management involvement
mediated relationship between top management commitment and the relationship
quality. Finally the relationship quality has positive impact to financial
performance (Tzempelikos, 2015).


Yusof, Shaladdin, Munir, and
Ibrahim, (2016) involved quality of life attributes, attitudes, role of community, and
the role of government as predictor of commitment. Islamic work ethics (the
ethical conduct base on Al Quran and Hadist) has positive relationship with the
dimension of organizational commitment namely affective, normative or moral and


commitment cannot emerge itself. Commitment creates through some variables such
as satisfaction and trust. Commitment and trust are key importance to support
the act.