LEADERSHIP, PERCEIVED ORGANIZATIONAL SUPPORT, AND ORGANIZATIONAL CULTURE AFFECTING ON JOB EFFICIENCY THROUGH ORGANIZATIONAL COMMITMENT: A CASE STUDY OF EMPLOYEES OF MASS RAPID TRANSIT AUTHORITY OF THAILAND

Phawat  Uthenrat; Chattawat  Limpsurapong; Nattanan  Saksamrit

Phawat Uthenrat Graduate Student of Kasetsart University, Thailand
Chattawat Limpsurapong Department of Business Management, Faculty of Liberal Arts and Management Science Kasetsart University, Thailand
Nattanan Saksamrit Department of Business Management, Faculty of Liberal Arts and Management Science Kasetsart University, Thailand

Abstract

The purposes of the research were to study; 1) The effects of leadership on organizational commitment, 2) The effects of perceived organizational support on organizational commitment, 3) The effects of organizational culture on organizational commitment, and 4) The effects of organizational commitment on job efficiency. This research study was a quantitative research method. The sample of this research was employees of Mass Rapid Transit Authority of Thailand with the simples of 220 respondents determined by using simple random sampling. The instrument used within the study was a questionnaire. The statistical tools used included frequency, percentage, mean, standard deviation, Pearson’s Correlation, and Multiple Regression Analysis.
The hypothesis testing found that transformation leadership wasn't influence on continuance commitment, affective commitment, and normative commitment; transaction leadership was statistically significant positive influence on affective commitment by the standardized coefficients (β) was .208; laissez-fair leadership wasn't influence on continuance commitment, affective commitment, and normative commitment; perceived organizational support was statistically significant positive influence on affective commitment by the standardized coefficients (β) was .236 and normative commitment by the standardized coefficients (β) was .480; organizational culture was statistically significant positive influence on continuance commitment by the standardized coefficients (β) was .465 and affective commitment by the standardized coefficients (β) was .446; affective commitment was statistically significant positive influence on job efficiency by the standardized coefficients (β) was .265 and normative commitment was statistically significant positive influence on job efficiency by the standardized coefficients (β) was .439.
In conclusion, leadership is partially supported on the hypotheses, perceived organizational support is partially supported on the hypotheses, organizational culture s partially supported on the hypotheses, and organizational commitment is partially supported on the hypotheses.