This study investigates the effects of talent management (TM) of human resources on organizational performance improvement. The study is accomplished through hypothesizing the effect of talent management on organizational performance. Organizational commitment is theorized to be a mediating factor for this relationship. In addition, the model considers transformational leadership style as a potential moderating factor. Data was collected from 385 Jordanian hotel employees using questionnaires and then analyzed using structural equation modeling (SEM). The results demonstrate the positive impact of talent management (TM) on organizational performance, effective continuance and normative commitment. It is also shown that effective continuance and normative commitment played a mediating role. Finally, Transformational leadership style is proven to be a moderating variable with an effect on talent management and organizational performance. The findings show the significance of the role that organizational commitment plays in achieving human resources performance goals.

The objective of this study was to determine the impact of internal marketing on the organizational commitment of employees in the retail sector. The method used was a quantitative correlational approach, at an explanatory level with a non-experimental design. The study sample consisted of 392 workers belonging to the retail sector. The results generated by structural equations show that specific relationships have p < 0.05, i.e. all the proposed hypotheses are accepted in the proposed correlation between internal marketing and the three types of organizational commitment, among them the affective commitment, which generates emotional ties between the employee and the organization, feeling proud to remain in the same linking the values and objectives of the same as their own goals, the commitment of permanence, which implies the risks involved in separating from the organization as well as the loss of all the benefits obtained and how these would be difficult to obtain if the employee were to leave the organization. Finally, the normative commitment, which arises when the employee perceives some kind of opportunity or special benefit in the organization, thus generating a bond of moral reciprocity, i.e. a bond of loyalty. The conclusion of the study is that the use of internal marketing for personnel selection is a fundamental tool for achieving acceptable levels of the three types of commitment mentioned above. This ensures the efficiency of the company both internally and externally, with long-term results.

Success of any organization depends on the performance of its employees. Enhancing organizational commitment among employees is an important aspect to perform better. The purpose of this study is to examine the effect of three components of organizational commitment; namely Affective, Continuance and Normative commitment, on employee’s performance. The study is applied among 244 employees of Cooperatives, Labor and Social Welfare department of Markazi Province using a single-stage cluster sampling. The study uses a standard questionnaire for organizational commitment developed by Allen and Meyer and job performance questionnaire developed by Patterson were used to gather data. Structural equations modeling (SEM) technique has been used for data analysis. The result of this analysis indicates that the organizational commitment had a positive significant effect on the job performance. In addition, the study also showed that all three dimensions of organizational commitment, Affective, continuance, and normative commitment, had a positive significant effect on the job performance. From the findings, it has been proved that job performance was strongly associated with employee & apos; s commitment.

During the past few years, organizational commitment has been a major concern in different
types of business activities including banking industry. In this paper, we present an empirical
investigation to study the relationship between social entrepreneurship and organizational
commitment. The proposed study of this paper adapts a standard questionnaire developed by
Meyer and Allen [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of
organizational commitment. Human resource management review, 1(1), 61-89]. Cronbach
alpha has been calculated for affective commitment, employee engagement and normative
commitment as 0.77, 0.79 and 0.61, respectively. The results of survey indicate that affective
commitment, employee engagement and normative commitment have positively influenced
organizational commitment, significantly. In addition, Freedman test has indicated that
normative commitment is number one priority with mean rank of 2.85 followed by affective
commitment with mean rank of 2.47 and employee engagement with the mean rank of 2.26.

This research surveys the relationship between emotional intelligence and organizational indifference through a commitment. The study first presents theoretical models over the investigation then six hypotheses are developed based on the conceptual model for this opinion. Questionnaire contains 16 questions for organizational indifference and 20 questions for organizational commitment and 23 questions for emotional intelligence. The Cronbach & apos; s alpha of organizational indifference questionnaire is 0.938 and the Cronbach & apos; s alpha of organizational commitment questionnaire is equal to 0.802 and Emotional Intelligence questionnaire reliability coefficient is 0.961. Both questionnaires maintain sufficient reliability because their Cronbach alphas are more than 0.7. The sample size is chosen according KREJCIE and Morgan table and is equal to 235 people. Kolmongrov – Smirnov test is used for normality of the obtained data. Research hypothesis and the correlations between variables are tested by Spearman correlation test. The results imply approval of all research hypotheses and significant relationship between emotional intelligence and organizational indifference.

The aim of this research is to analyze the role of the staff’s wellbeing stated as independent variable and the work locus of control as the moderator factor associated with the organizational commitment and the staff’s wellbeing. To accomplish the objective, we used regression analysis. The research focuses on the one’s ability to predict the staff’s wellbeing and it studies the effects of the work locus of control as a moderator on the organizational commitment. Findings of the research show that the staff’s wellbeing maintains a negative relationship with the continuance commitment and a positive relation with the affective and normative commitments. Moreover, the impact of the work locus of control, as moderator, on the relationship between the staff’s wellbeing and their organizational commitment relational and has some necessities. Thus, the findings of the research are in a state of continual changes.