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The Organizational Commitment of Public Administrative Leaders and Their Subjective Career Success: Case of the Saudi Irrigation Organization

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Listed:
  • Yahdih Semlali

    (Department of Management, School of Business, King Faisal University, Saudi Arabia, P.O. Box 400, Al-Ahsa 31982, Saudi Arabia)

  • Musaddag Elrayah

    (Department of Management, School of Business, King Faisal University, Saudi Arabia, P.O. Box 400, Al-Ahsa 31982, Saudi Arabia)

Abstract

Organizational commitment is a vital topic in the management field. This quantitative study aims to gain insights into the main factors that affect a leader’s subjective career success and its relations with the level of commitment. The data in this study include all Saudi leaders who work at the Saudi Irrigation Organization. About 120 managers participated in this study. Primary data were collected through Mayer’s questionnaire, which was sent through the official work email. The questionnaire consists of 5 scale items to measure subjective career success, 8 scale items to measure affective commitment, 6 scale items to measure continuous commitment, and 8 scale items to measure normative commitment. This study used the quantitative survey research design. The findings show significant relationships between affective commitment and normative commitment and subjective career success. It also found no significant relationship between continuous commitment and subjective career success.

Suggested Citation

  • Yahdih Semlali & Musaddag Elrayah, 2022. "The Organizational Commitment of Public Administrative Leaders and Their Subjective Career Success: Case of the Saudi Irrigation Organization," Administrative Sciences, MDPI, vol. 12(4), pages 1-9, September.
    • Handle: RePEc:gam:jadmsc:v:12:y:2022:i:4:p:125-:d:927765
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    References listed on IDEAS

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    1. Van Maanen, John Eastin. & Schein, Edgar Henry., 1977. "Toward a theory of organizational socialization," Working papers 960-77., Massachusetts Institute of Technology (MIT), Sloan School of Management.
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