Impact of Job characteristics and

Telecommuting on Affective commitment

By:

P Santosh Kumar (09FN-075)

Prabal Pratap Singh (09FN-076)

Pushkar Kumar Singh (09FN-082)

Rajni Singh (09FN-087)

Rajeev Kumar (09FN-088)

Varun Dhupar (09FN-114)

Affective Commitment

Emotional attachment to the organization and belief in its values

Job Characteristic Model

(Skill Variety + Task Identity + Task Significance)*Autonomy*Feedback

3

MPS

JCM

Autonomy

Task

Signifi

cance

Task

Identit

y

Skill Variety

Feedback

Objective & Scope of the study

Affective Commitment

Surveys 30 employees of Amdocs, Gurgaon

A C

MPSTelecommuting

Methodology

40 questions based on Likert scale

11 Demograp

hic15 JCM

3 Skill Variety

3 Task Identity

3 Task Significance

3 Autonomy

3 Feedback

8 Telecomm

uting6 A C

Existing System

Moderately strong on Job characteristics

Prevalent Hire and Fire policy

High working hours per week

Overall employee satisfaction

About Amdocs

Software service provider

Introduced Customer Experience Systems (CES) in 1998

Amdocs spin off from the “Aurec Group’

In 2000s, Amdocs moved into financial services

In 2007, revenue was $2.8 billion

Over 16,000 employees across the world

Job attitudes about Amdocs

Good career growth and onsite opportunities

Transparent work culture , open door policy

Moderate work pressure, regular fun events

Salary- middle bracket

Quality of work-better than many service oriented companies

Job Security- Low, Hire and Fire policy

Analysis of responses for MPS

n= 30

Degree of freedom, d.f. = 29

Ex = 3.48

s = 1.38

α = 0.05

t-value = 2.045

Upper confidence limit = 3.99

Lower confidence limit = 2.97 -2.00 0.00 2.00 4.00 6.00 8.00 10.000

2

4

6

8

10

12

MPS

Analysis of responses for Telecommuting

n= 30

Degree of freedom, d.f. = 29

Ex = 3.42

s = 0.47

α = 0.05

t-value = 2.045

Upper confidence limit = 3.58

Lower confidence limit = 3.241.50 2.00 2.50 3.00 3.50 4.00 4.50 5.000

2

4

6

8

10

12

14

16

18

20

TeleCommuting

Analysis of responses for Telecommuting

n= 30

Degree of freedom, d.f. = 29

Ex = 3.18

s = 0.95

α = 0.05

t-value = 2.045

Upper confidence limit = 3.53

Lower confidence limit = 2.83

0.00 2.00 4.00 6.00 8.000

2

4

6

8

10

12

14

16Affective Commitment

Variability in viewpoints of employees

Cvar for MPS = 0.39

Cvar for Telecommuting = 0.13

Cvar for Affective commitment

= 0.29

MPS

Teleco

mm

utin

g

Affecti

ve C

omm

itmen

t0

0.050.1

0.150.2

0.250.3

0.350.4

0.45

Correlation Analysis

High correlation b/w total experience and age, and total experience and present organization experience

Strong correlation b/w MPS and Affective commitment

Regression Analysis

The Regression Model is as follows

Ŷ = b0 + b1 X1 + b2 X2 + b3 X3

MPS – X1

Telecommuting – X2

Total Experience – X3

Affective Commitment – Y

Adjusted R2 = 0.46 i.e. only 46 % change in Affective commitment can be explained

MPS, Telecommuting and total work experience have P-values 0.000364, 0.002791 and 0.049205 respectively

All p values < 0.05 parameters positively affect A.C

Regression Analysis

F = 0.00025 < 0.05 , implies that all three independent variables have impact on dependent parameter

Conclusion

The regression model is not effective due to omission of important variables like

job scope, job challenge

supportive leadership

transactional &transformational leadership

training & mentoring opportunities

performance-contingent rewards

job security

opportunities for growth & development

Recommendations

Supportive leadership

Training and mentoring opportunities

Job security

Participative decision making

Positive feedback

Role clarity and freedom from conflict

Task Autonomy

Thank You !