The effects of perceived organizational support and social comparison on work attitudes

Employee engagement affects the Employer Commitment which has influence on the expression desired by someone in relation to their professional attitude, connecting the work with personal life for psychological, cognitive, emotional, and their personal feelings as a whole, so that employees engagement towards a company will drive the employees’ performance. This is proved by the previous studies, but they have not included individual factors as the force that forms employee engagement or organizational commitment, specifically because seeing how the consequences of employee engagement produced. In this study, the authors consider the influence of individual factors towards organizational commitment mediated by employee engagement, which distinguishes this study from the previous ones. The objectives of this study are: first, to discover how individual factors affect employee engagement; second, to find out how employee engagement affects Organizational Commitment of employees; Third, to discover how individual factors affect organizational commitment. This study is conducted among the respondents all of whom are employees within MICE industry in Indonesia using questionnaire. Data analysis in was performed this study using Structural Equation Modeling (SEM) method. The results of this study show that high individual factors will form high employee engagement, high employee engagement will form high organizational commitment, and high individual factors will form high organizational commitment. In this study, it is found that there is an influence of individual factors towards organizational commitment mediated by employee engagement.

DeLone and McLean (1992) model of information systems success has received much attention amongst researchers. This study aimed to respecify and validate the DeLone and McLean model (2003) by proposing a social exchange theory for underlying changes in the direction of perceived quality and adding perceived value variables suggested by Wang (2008). The purpose of this study was to obtain a better understanding of information system of the user perception when using organization’s information systems. Therefore, a model for testing the information systems success was formed.
The primary data used in this study were collected from 102 respondents who apply accounting software in their companies (end-user computing). Companies that were used as samples in this study were the ones that created or developed accounting software by themselves. 27 questionnaires were obtained by mail survey accompanied with a contact-person approach.
All of the hypotheses tested were found to be significantly supported. The model provided strong support for the relationships between perceived quality, perceived value, user satisfaction, and net benefits. Information and system quality has been shown as a proxy that affects service quality. Information quality, system quality, and service quality cause the formation of perceived value and, then, this perceived value will affect user satisfaction and net benefits. The characteristics of information systems are an important aspect that researchers should concern when testing the information systems success.

This research aims to examine the intention of talented employees to leave an organization and discover how talent management practices could affect employee intention to leave an organization. This paper`s framework intends to outline the relationship between variables to present the idea of talent management practices and employee retention. The hypothesis was tested using a survey data set of 210 questionnaires collected from employees working in 82 ICT companies in Jordan to attain the research objectives. The collected data were analyzed using the SPSS program, and EMOS program, and basic and initial statistical techniques were applied. The results show that talent management practices significantly affect employee intention to leave an organization. Accordingly, whenever firms applied talent management practices, employee intention to leave decreases. The results demonstrated that attracting talented employees has emerged to have the strongest effect on decreasing employee intention to leave; however, developing and rewarding talented employees was revealed to have the lowest effect. Thus, the ICT firms’ managers have to generate specific training programs to reward and develop talented employees.

Acknowledgment
The publication is supported by the EU-funded Hungarian grant EFOP-3.6.3.-VEKOP-16-2017-00007 for the project entitled “From Talent to Young Researchers” – Supporting the Career-developing Activities of Researchers in Higher Education”.