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(1993)analysed the relationship between employee burnout and organisational
commitment and found employee burnout had a negative impact on the organisational
commitment. Recently, the difference in organisational commitment with respect to
gender was studied among hospitality employees (Kara, 2012). The study, conducted
in Turkey, examined data from 397 employees, of which 234 were males and 163 were
females. It used multivariate analysis of variance (MANOVA) and found that,
although there were not any significant differences between male and female
employees towards “attitudinal commitment”, differences were established in what the
author referred to as “behavioural commitment”; the study found that males had higher
levels of “behavioural commitment” than their female counterparts.
The motivational effect of employee empowerment on organisational commitment was
analysed by Kim et al. (2012). Utilising a survey of 330 Korean hospitality employees
working in hotel restaurants, the study found that management trustworthiness acts a
factor to fully mediate influence and organisational commitment, and partially mediate
attitude and organisational commitment.
2.6.2 LMX Agreement and Organisational Commitment
The relationship between LMX and organisational commitment was tested by Grestner
and Day (1997). The research found that the LMX variable consistently shows a
significant positive correlation with a subordinate’s organisational commitment (r =
0.87). Nystrom (1990) found a significant relationship between the vertical dyads and
the organisational commitment. In order to measure the organisational commitment,
the study used the nine item “Organisational Commitment Questionnaire” (Mowday,
Koberg, & McArthur, 1978) with response categories ranging from ‘strongly agree’ (7)
to ‘strongly disagree’ (1).For measuring the LMX, the “five item questionnaire”
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