Guidelines for Create Organizational Commitment among Employees of the Social Security Office

Abstract

This research aimed to 1) investigate the factors influencing the organizational commitment of Social Security Office (SSO) personnel, and 2) examine guidelines for enhancing organizational commitment among SSO personnel. This study employed a mixed-methods approach. The quantitative sample comprised 273 SSO personnel from the central administration, selected through stratified random sampling. A questionnaire served as the research instrument, and data were analyzed using descriptive statistics, inferential statistics, and Partial Least Squares Structural Equation Modeling (PLS-SEM). For the qualitative component, data were collected via in-depth interviews with five SSO executives, selected through purposive sampling. The data were then subjected to content analysis.

The results indicated that 1) Transformational leadership and perceived organizational support demonstrated a statistically significant positive influence (p < .01) on the organizational commitment of SSO personnel. Conversely, organizational trust had no significant impact. These factors collectively accounted for 32% of the variance in organizational commitment. 2) Guidelines for enhancing organizational commitment involve developing transformational leadership, requiring executives to act as positive role models (demonstrating honesty and transparency), communicate a clear vision, and attend to individual differences. This must be coupled with strengthening perceived organizational support by providing comprehensive welfare, ensuring adequate resources, fostering a supportive work environment, and implementing fair performance appraisals. These strategies aim to bolster personnel motivation and pride.