CREATING ORGANIZATIONAL COMMITMENT THROUGH THE ROLE OF ORGANIZATIONAL CULTURE, SOCIAL RESOURCES, AND SERVANT LEADERSHIP IN THOSE WHO EXPERIENCE WORK STRESSORS

Abstract

The focus of this research analysis is how to control stressors in order to create organizational commitment through the role of organizational culture, social resources, and servant leadership in those who experience work stressors. Job stressor variables on organizational commitment. Then test the variables of organizational culture, social resources, servant leadership, and stressor control on organizational commitment. Stressors are then used as mediating variables. This research uses a quantitative paradigm to test theory against the ten hypotheses proposed. The sample of 177 people consisted of members of the police, army, bank employees, and other financing services. Data were analyzed using SEM-PLS. The results of the analysis prove that there is a significant role between stressor control and organizational commitment. There is a significant role of organizational culture, social resources, and servant leadership on stressors. Likewise, organizational culture and servant leadership have a significant role in forming organizational commitment. Social resources have not been proven to play a significant role in organizational commitment. Lastly, stressors play a mediating role in all dependent variables on organizational commitment. Further investigation is needed by expanding the indicators (adding or subtracting) according to theories whose validity has been tested by researchers. Originality/value in the scope of the research uses samples other than police officers, namely soldiers, bank employees, and similar financing service employees.

Keywords: Organizational commitment, organizational culture, servant leadership, social resources, stressors