Employees_Commitment_And_Perceived_Organizational_Support_Chapter5_Part3.docx - relationship and Yahya et al(2012 which stated that POS and CC had no

Employees_Commitment_And_Perceived_Organizational_Support_Chapter5_Part3.docx

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relationship and Yahya et al. (2012) which stated that POS and CC had no relationship. These present findings suggested that, the FM employees who are cared for and valued by their company will continue to retain membership with their company. As stated by Meyer and Allen (1991), this continuing action (retaining organizational membership) was due to the recognition of the costs associated with its termination. This means that the employee might perceive the costs that he/she should bare when leaving the organization and when it comes to unfavorable results, he/she decided to remain with the organization. Jha (2011) also stated that one of the factors that the employee continues to remain in an organization is because of personal investment such as acquiring job skills and years of employment in a particular organization. In this research, 77% of the respondents belong to the group of 21 to 30 years old, 25% of the respondents with < 1 years of employment and 57.4% with 1 to 3 years of employment. Therefore, in addition to the organizational support they received from the FM companies, these groups of employees might be continuing to remain with the companies to acquire job skills and build their experience before seeking for other job opportunities. Hence, they maintain organizational membership because they ‗need‘ to. 5.3.4 The Influence of FM Employees’ POS to their OC It was known that, from the previous correlation analysis, POS have significant positive linear relationship with OC, with the correlation was r=0.69(p<0.01). Next, researcher analyzed the finding in term of determining the magnitude or the influence of POS related to OC by conducting the 1 st.
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