This paper aims to investigate the role of Employee Spirituality to moderate between Compensation fairness and Employee Engagement, Job involvement and Employee Engagement, organizational commitment, and employee engagement. In this survey, 279 respondents were collected with a 75 percent response rate (139 respondents) from May to July 2020 and a 93.3 percent rate (140 questionnaires) from August until September 2020. Validity used Confirmatory Factor Analysis used KMO and Bartlett’s test, and the reliability test was based on Cronbach-Alpha. Moreover, Kolmogorov-Smirnov test is used for normality test, Park test is implemented for Heteroscedasticity and Multicollinearity test. Moderator Regression Analysis is used to identify the moderator types. The results indicate that Employee Spirituality fully moderated (Pure moderator) between Compensation fairness and Employee Engagement and between Organizational Commitment and Employee Engagement. Moreover, Employee Spirituality partially moderated between Job Involvement and Employee Engagement. The research suggests to implement the model in a narrow scope and considers many variables outside the Compensation fairness, Job Involvement, and Organizational Commitment.

The research investigated the effects of grit and employability on organizational commitment by mediating job involvement of the private higher education in Indonesia. This research used a quantitative approach with a survey method. The sample of this research is 130 lecturers selected by purposive sampling. The data were obtained by distributing questionnaires and analyzing with path analysis based on supporting correlation and descriptive statistics. The results of the research confirm that grit, employability and job involvement had significant direct effects on organizational commitment, grit and employability had significant direct effects on job involvement, and grit and employability had significant indirect effects on the organizational commitment by mediating job involvement. A fit research model was found on the effects of grit and employability on organizational commitment mediating by job involvement. This model can be discussed as a reference by researchers and practitioners in developing models of organizational commitment in the future and any context.

The objective of this causal research was to obtain information concerning: 1. the negative effect of leadership transformational toward withdrawal behavior, 2. the negative effect of organizational communication toward withdrawal behavior, 3 the negative effect of job in-volvement toward withdrawal behavior, 4. the positive effect of transformational leadership toward job involvement, and 5. the positive effect of organizational communication toward job involvement. The research was conducted by SEM method for testing the hypotheses. In this research, state civil apparatus at the Regional Secretariat of the Southeast Sulawesi has been chosen as a unit analysis and 215 samples of employees were selected randomly. The results of the research are as follows: (1) there is a negative effect of leadership transformational toward withdrawal behavior; (2) there is a negative effect of organizational communication toward withdrawal behavior; (3) there is a negative effect of job involvement toward withdrawal behavior; (4) there is a positive effect of transformational leadership toward job involvement; (5) there is a positive effect of organizational communication toward job involvement.

This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991) [Denison, D. R., & Spreitzer, G. M. (1991). Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1), 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.

This paper investigates the relationship between job involvement and organizational commitment among lower-level employees in Iranian automaker industry. In this study, job involvement is an independent variable, organizational commitment is dependent variable, and the analysis is performed using 100 randomly selected data through a questionnaire, which consists of four-parts. The study gathers biographical and occupational data using a self-designed 40-item questionnaire. The survey measures job involvement using Kanungo’s 10-item 5-point rating scale and organizational commitment is measured based on Mowday’s 15-item 5-point scale. The study uses different statistical techniques including Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicate that job involvement is strongly associated with organizational commitment. The paper therefore suggests that managers must put in all their efforts to promote job involvement in their companies.