Introduction organizational and individual practices (Al-Aameri, 2000). It

      Introduction The proposed research planned to find out the connection between Job Satisfaction, Organizational Commitment, Sense of Coherence and intervening part of Organizational Conflict Management of representatives of privately owned businesses which incorporates private organizations, multi-national organizations and firms. Researchers have demonstrated a longstanding enthusiasm for the connection between Job Satisfaction and Organizational Commitment, this intrigue is driven by examines that show that a few parts of organizational commitment and faithfulness or loyalty are related with the execution of your work and impacts how satisfy you are with your duty. Job Satisfaction and sense of Coherence regarding utilizing associations have gotten a lot of consideration from the two academicians and professionals till in the 21st century. It has expanded to a great extent because of their critical effect on organizational and individual practices (Al-Aameri, 2000). It was discovered that worker states of mind toward satisfaction and commitment are pointers to the solidarity between organizational members and menagment. (Tonges et al., 1998) When it is about Organizational Conflict Menagment Studies collaborative conflict management culture has a positive effect on job satisfaction whereas a dominant management culture has a negative effect on job satisfaction.

No statistically significant relationship was found between an avoidant conflict management culture and job satisfaction. These findings may be valuable in making decisions about provision of training in conflict management in order to promote a positive working atmosphere within an organization (Chooi Y. 2013). The question of how managers promote and maintain health and well-being in the workplace has gained popularity across disciplines.

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It is evident that conflicts and inappropriate conflict management in organizations can also lead to reducing health and well-being in managers. The sense of coherence in salutogenesis has been found an important resource to manage stress and to cope with challenging situations (Claude-Helen & Christina 2012). Job satisfaction will describe individuals satisfaction related to his/her job.

The people who are happier with their job will supposed to be more satisfied. The organizational commitment as Randal, and Riegel (1995) defined it in a three dimensions. First is strong desire to remain a member of a exacting organization, second is readiness to exert high levels of efforts on behalf of the organization, and third is belief in and acceptability of the values and goals of the organization. Sense of coherence is described as a general feeling of confidence that the individual´s internal and external environments are predictable and that they will work out as planned. It is also viewed as a cognitive and emotional appraisal style which is connected to coping and health-enhancing behaviors which results in improved adjustment in social settings.

Rationale             Proposed study aimed to investigate the role of Job Satisfaction, Organizational commitment and Sense of Coherence by mediating the effects of Organizational Conflict Handelinhg Stretigies or ways in workers or employees of private firms or multi-national companies. It will further investigate the relationship of each of above mentioned variable on each other to see how exactly they correlate with each other, so that we can insure that necessary precautions regarding job satisfaction of employees must be taking accordingly in each firm. Job Satisfaction is perhaps the blessing of seven heavens as all an employee wants is that his workplace envoirnment should be emotionally and physically healthy for him and the work should be like work not a torture and the workplace should be relaxing not a pressure cooker. Although, we have many researches regarding the relationship of Job Satisfaction, Organizational Commitments and the Job satisfaction and organizational conflict menagment are there but very few are specifying the mediating impact of Organizational Conflict Menagment with all the above mentioned Constructs.

  Objectives To investigate relationship between Job Satisfaction and Organizational Commitment. To investigate the Relationship between sense of Coherence and Job Satisfaction To Investigate the relationship between Sense of Coherence and Organizational Conflict management. To investigate mediating role of Organizational Conflict Management in relationship between Job Satisfaction, Organizational Commitment and Sense of Coherence.

To Investigate the Relationship of Sense of Coherence as a predictor of Job Satisfaction, organizational Commitment and Organizational Conflict Management Hypotheses There will be the Positive relationship between Job Satisfaction and Organizational Commitment. There will be the Positive relationship between Sense of Coherence with Job Satisfaction and Organizational Conflict Management. The Job Satisfaction, Organizational will be the Positive Predictor of Sense of Coherence Job Satisfaction, Organizational Commitment. There is a Moderating Role of Organizational Conflict Inventory on Job Satifaction and Organizational Commitment. Instruments Data will be collected through self-reports measures along with a brief demographic sheet. Demographics like age, education, experience, designation will be recorded on demographic sheet from the employees of private firms, multi-national companies and businesses. Following instruments will be used for data collection: Job Satisfaction Scale (Warr, Cook & Wall 1979) Job Satisfaction scale is consist of 15 items which respondents are asked to rank 0-7 according to their level of satisfaction from extremely dissatisfied to extremely satisfied.

  Organizational Commitment Scale (Mowday, Steer and Porter 1979) It is 15 items questionnaire that involves question regarding level of commitment and loyalty to the organizations in question. These question involves certain level of emotional connection. The response is rated on a 7-point likert scale from 1=Strongly agree to 7=Strongly Disagree.  Out of 15 questiones in the Questionnair, 6 are reversed which are 3,7,9,11,12 and 15.

  Sense of Coherence (Avishai Antonovoski 1987) The Scale of Sense of Coherence which tells us about the orientation to life of a respondent by responding to questions on 7 point likert scale.   Organizational Conflict Management Inventory The english version of Organizational conflict management inventory is consist of items which a respondent have to answer on 5 point likert scale where 1=never and 5=often.   Sample Sample of 200 employees from private organizations, businesses from Chiniot, Sargodha and Faisalabad random sampling. Procedure Sample of the study will be approached individually and Questionnaires will be applied.                     ResultsTable 1Frequency andPercentages of Demographic Variables (N=200) Demographics variables F % Income             7,000-10,000         10,000-15,000         15,000-20,000         20,000-25000         Above 25,000 48 67 22 39 20 24.5 34.2 11.

2 19.9 10.2 Age            16-20        20-25                                                                 25-30 26 78 63 13.3 39.8 32.1        30-35        Above 35 Education        Below Middle                 Metric        Above Bachlors Experience        Less than 1 Year        1-2 Years        3-4 Years        4-5 Years        Above 5 Years Designation        Salesman         Orderbooker         Sales Maneger         Area Manager         Regional Menager 22 7   85 88 23   68 47 50 26 5   92 48 32 8 16 11.2  3.

6   43.4 44.9 11.7   34.7 24.

0 25.5 13.3 2.6   46.9 24.

5 16.3 2.1 8.

2  Table 1 shows frequency and percentage of employees with respect toIncome, age, Experience, Education and Designation. Employees with Income10-15,000 (f = 67, 34.2%) are greaterin number as compared employees with age group of other Income Ranges. Employeeswith income abpve 25,000 (f = 20, 10.

2%)are least in number. Employees with age group 20-25 (f = 78, 39.8%) are greater in number as compared to other age ranges.

Whereas, the age group Above 35 (f =7, 3.6%) are least on numbers. Employees with education till Metric (f = 88, 44.9%) as compared to theemployees with minimum education of till Middle School (f = 85, 43.4%).

Whereas, the employees with above Bachlor level ofEducation (f = 23, 11.7%) are leastin Numbers. Workers with Experience Less than 1 Year (f = 68, 34.7%) are greater in number than other ranges, whereas,workers with above 5Years (f = 5,2.6%) are least in numbers. Workers with Designation as Salesman or Equivlent (f = 92, 46.9%). Whereas, the employesson Area level designation (f = 8,2.

1%) are least in Numbers. Table 2PsychometricProperties of Study Variables (N=200)           Range   Variables N M SD a Potential Actual Skewness Organizational Commitment 200 62.52 13.38 .76 1-7 27-80 -1.22 Job Satisfaction 200 46.06 14.

77 .95 1-7 22-94 .95 Sense of Coherence 200 69.39 17.

65 .82 1-6 17-79 .43 Organizational Conflict Inventory 200 103.47 17.29 .

92 1-5 52-127 -1.33                Table 2 showspsychometric properties of study variables. The reliability analysis indicatethat the reliability coefficient of Organizational Commitment, JobSatisfaction, Sense of Coherence and Organizational Conflict Inventory scaleare .76, .

95, .82 and .92 respectively which indicates satisfactory internalconsistency. The values of skewness for all scales are less than 2 whichindicate that univariate normality is not problematic.Table 3Correlation Matrix for all the Study Variables (N=200) Sr no. Variables 1 2 3 4 1 OC _ .

11** .285* .334** 2 SC   _ .188* .

120* 3 JS     _ .546** 4 OCI       – Note. OC = Organizational Commitment; SC = Sense of Coherence; JS =Job Satisfaction; OCI = Organizational Conflict Inventory.

*p < .05, **p < .01, ***p< .

001.  Table 3 shows Pearson correlationamong study variables. The findings indicate that Organizational Commitment hassignificant positive correlation with Sense of Coherence (r = .11, p < 0.01) andsignificant positive correlation with Job Satisfaction (r = .285 , p < 0.

05), andOrganizational Conflict Inventory (r =.334, p < 0.01),.  Sense of Coherence have Significant positiveCorrelation with Job Satisfaction ((r =.188, p < 0.01) and OCI (r = .120, p < 0.01).

Job Satisfaction have Significant PositiveCorrelation with OCI (r = .546, p < 0.01).

Table 4Multiple Regression Analysis showing the Effect of OrganizationalComitment and Job Satisfaction on the Prediction of Sense of Coherence among employees(N= 200)     Outcomes: Sense Of Coherence     95 % CL LL UL Predictors Model B Organizational Commitment .071* .245, .087   .049, .296 Job Satisfaction .208** R²                       .029   F                         3.

807*** *p < .05, **p < .01,***p< .001. Results of multiple regression analysis, computed with OrganizationalComitment and Job Satisfaction as predictor variables Sense of Coherence asOutcome Variable. The R² value of .029 indicatesthat 2.

9% variance in the dependent variable can be accounted for, by thepredictors with F= (2, 183) = 3.807, p < .001.

The findingsindicate that the predictors have significant positive effect on OutcomeVariable.Table 5Multiple Regression Analysis showing the moderating Effect ofOrganizational Conflict Inventory on the Prediction of Job Satisfaction amongEmployees (N= 200)     Outcomes: Job Satisfaction     95 % CL LL UL Predictors Model B Organizational Conflict Inventory .546*   .

43, .69         R²                       .294   F                        74.41* *p < .05, **p < .01,***p< .001. Results of multiple regression analysis, computed withOrganizational Conflict Inventory as predictor variable of Job Satisfaction.

The R² value of .294 indicates that 29.4% variancein the dependent variable can be accounted for, by the predictors with F=(1, 175) = 74.41, p < .05. The findings indicate that the predictorshave significant positive effect on Outcome Variable. Table 6Multiple Regression Analysis showing the moderating Effect ofOrganizational Conflict Inventory on the Prediction of OrganizationalCommitment among Employees (N= 200)     Outcomes: Organizational Commitment     95 % CL LL UL Predictors Model B Organizational Conflict Inventory .

334*   .15, .36         R²                       .106   F                        21.

92* *p < .05, **p < .01,***p< .001. Results of multiple regression analysis, computed withOrganizational Conflict Inventory as predictor variable of OrganizationalCommitment. The R² value of .106 indicates that10.

6% variance in the dependent variable can be accounted for, by thepredictors with F= (1, 175) = 21.92, p < .05.

The findingsindicate that the predictors have significant positive effect on OutcomeVariable. DISSCUSIONThe present study was aimed to find out the effect of perceivedorganizational support as predictor of Job Satisfaction, and organizationalcommitment among teachers. Psychometric properties of all scales; perceivedorganizational support, Job satisfaction and organizational commitment, wereestablished on the sample of study.

All scales were correlated with each other.The study went through proper research process. Population was specified usingappropriate sampling technique and sample of 112 people was approached. Datagathered was recorded and was analyzed using suitable analyticaltechniques.  Correlation analysisrevealed that Organizational Support has a strong positive correlation withOrganizational Commitment and Job Satisfaction. While Job Satisfaction has alsoa strong positive correlation with organizational commitment.

            4 out of all 4hypothesis are accepted There will be the Positive relationship between Sense of Coherence with Job Satisfaction and Organizational Conflict Management. The Job Satisfaction, Organizational will be the Positive Predictor of Sense of Coherence Job Satisfaction, Organizational Commitment. There is a Moderating Role of Organizational Conflict Inventory on Job Satifaction and Organizational Commitment.·        There will be the Positive relationship between Job Satisfactionand Organizational Commitment.

  Limitations:·        As the researchwas conducted as per an academic requirement, so it is assumed that there weresome limitations in the process of the research, which restricted strongcorrelation among study variables. ·        It is assumedthat due to sampling error the selected sample of the study was not truerepresentative of the population, which caused weak correlation among variablesof study.·        The researchmethods used are assumed to be not more appropriate, which caused weakcorrelation among study variables.·        It is alsoassumed that appropriate analytical techniques were not used so correlationamong study variables was effected.·        Questionnaireswere not in native language and most of population was unable to read it. Thus,it might also have caused Problem.Suggestions:·        This study has utilized a cross-sectional design rather than alongitudinal design. To address the concern future research could test therelationships presented in a longitudinal design.

·        All the variables of present study were measured throughself-report inventories which can lead to overstatement of relationship betweenvariables. It is recommended that future researcher should use multiple sourcesfor data collection along with self-report measures.·        The sample of study was only limited to the only two cities  which reduced the external validity andfindings cannot be generalized to other cities population or whole country.

Future studies must incorporate various age groups and other cities which mayenhance the external validity and findings can be generalizedto other age groups.·        The sample of this study was from urban population ofSargodha and Chiniot, results of the study cannot be generalized to ruralsettings or other cultures. The effect of locality coupled with differentlevels of education, ·        The participants in this study constitute a volunteersample. Research suggests that volunteers may differ from non-volunteers intheir responses in research activities and therefore in general, volunteersamples are biased samples of a specified population. Also, this study reliessolely on questionnaires which limit the validity of the findings.

However, theresearcher should use multiple perspectivesThere might be other variables thatinfluence the findings of the study. The data was collected when there werevery unpredictable and unstable circumstances, so this instability ofcircumstances might also have affected the results.  REFRENCESAl-Aameri, A. S. (2000). JobSatisfaction and Organizational Commitment for Nurses. S  Saudi Medical Journal, 21 (6), pp. 531-535.

 Tonges, M. C., Rothstein, H. andCarter, H. K. (1998). Sources of SatisfactionHospital NursingPractice: A Guide to Effective Job Design. Journal of Nursing Administration,28 (5), pp.

47-61. Choi,Y. (2013). The influence of conflict management culture on jobsatisfaction. SocialBehavior and Personality: An international journal, 41, 687-692. DOI:


 Claude-Helene Mayer& Christina Krause (Eds.) Exploring Mental Health: Theoretical andEmpiricalDiscourses on Salutogenesis. Pabst 2012, 184 pages, ISBN 978-3-89967-810-9 Randel & Reigel (2012). TheJournal of Organizational Behaviours vol.

34, 150-158. 


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