PERSONALNI I ORGANIZACIJSKI ČINIOCI ODANOSTI ORGANIZACIJI
PERSONAL AND ORGANIZATIONAL FACTORS OF ORGANIZATIONAL COMMITMENT

Summary/Abstract: Organizational commitment includes accepting the organization’s goals and system of values, willingness of an employee to make additional efforts on behalf of the organization and his desire to remain within the organization. Employees with a higher degree of commitment are less prone to absenteeism and fluctuation, are better and more creative in doing their jobs, which results in higher performance and makes the organization more competitive. The aim of this study was to determine which predictors in the domain of personality traits (Big Five), organizational justice (distributive justice, procedural justice, interpersonal justiceand informational justice) and leadership style (directive leadership and supportive leadership) contribute to affective, normative and instrumental commitment to the organization and to what extent. The sample encompassed 178 persons employed in health and education areas in Banja Luka. The following instruments were used during the study: Organizational commitment scale, Five-factor personality questionnaire, Organizational justice scale and leadership style scale. We performed a hierarchical regression analysis, with the criterion variables were affective, normative and instrumental commitment to the organization, while the predictor variable were personal traits, organizational justice and leadership style. The results show that the used set of predictors explained 40.7% (p <.01) of the variance of affective organizational commitment, 28% (p <.01) of the variance of normative organizational commitment and 12% (p <.01) of the variance instrumental organizational commitment. Important predictors of affective commitment to the organization were found to be conscientiousness (p<.01), distributive justice (p<.05), supportive leadership (p<.05) and directive leadership (p<.05) as inversely proportional predictor. When it comes to normative commitment to the organization the important predictors were found to be conscientiousness (p<.01), distributive justice (p<.05), procedural justice (p<.05) and supportive leadership (p<.01), and important predictors of instrumental commitment were found to be agreeability (p<.05) and directive leadership (p<.01). The obtaine results may represent significant guidelines for the selection procedures and practices of human resource management.

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