The impact of employees' commitment on organizational performances


  • Biljana Đorđević
  • Maja Ivanović-Đukić
  • Vinko Lepojević
  • Sandra Milanović


employees' commitment, management, organizational performance, Serbia


This paper examines the impact of employees’ commitment on the productivity of organizations in
the Republic of Serbia. Employees’ commitment represents the willingness of employees to make efforts for the
benefit of the organization and the desire to remain in them. It can be seen as: affective, continuous and
normative commitment. Affective commitment reflects a belief in the goals of an organization and a willingness
to actively participate in its development; normative commitment reflects a sense of obligation on employees to
remain in the organization while continuing commitment is due to employees' assessment that leaving the
organization causes greater costs than benefits. Previous research shows that all types of commitment have a
major impact on the performance of organizations. As the number of empirical studies on this topic in Serbia is
limited, this paper examines the impact of each type of organizational commitment on the productivity of
organizations in Serbia, as well as the impact of the overall commitment. The aim of the paper was to identify
the types of organizational commitment that have the greatest impact on the performance of organizations in
Serbia and to propose measures to HR managers whose implementation can improve the operations of
domestic organizations. The starting point of the paper was that employees' commitment has a statistically
significant effect on organizational performance. To verify the validity of this assumption, a primary survey was
conducted. 169 employees of 17 organizations in Serbia were surveyed. By applying correlation and regression
analysis methods, it has been proven that overall organizational commitment, as well as its certain types, have
a positive impact on the productivity of organizations in Serbia, with the impact of normative commitment on
performance greater than other types of commitment. At the same time, the contribution of continuous
commitment to the performance of organizations in Serbia is negligible (statistically insignificant). In line with
the obtained results, recommendations for human resources managers in Serbia are proposed. The theoretical
implications of the paper are reflected in filling the gap in the national literature in the field of organizational
commitment, while the empirical implications are reflected in the mechanisms and measures that are proposed
at the end of the paper.