Question at position 6 Choose the most suitable option. What is implied about organisational commitment and job satisfaction? They are indicators in assessing the probability of managers leaving the organisation.They are determinants used by organisations to promote managers.These factors have not been sufficiently addressed in the research literature.There is a connection with manager performance, style and behaviour.

Question

Question at position 6  Choose the most suitable option. What is implied about organisational commitment and job satisfaction? They are indicators in assessing the probability of managers leaving the organisation.They are determinants used by organisations to promote managers.These factors have not been sufficiently addressed in the research literature.There is a connection with manager performance, style and behaviour.

BlackTom AI · Accepted Answer

Let’s examine each statement in turn to see what it implies about organisational commitment and job satisfaction.
Option 1: 'They are indicators in assessing the probability of managers leaving the organisation.' This suggests that commitment and job satisfaction function as predictors for turnover among managers. While it is true that low commitment and low job satisfaction can be associated with higher turnover risk, describing them solely as indicators for predicting leaving may overlook their broader roles in engagement, performance, and organizational citizenship. The statement is somewhat narrow, yet it captures a potential use in turnover analyses.
Option 2: 'They are determinants used by organisations to promote managers.' Here the claim is that commitment and job satisfaction determine which managers get promoted. In reality, promotion decisions are typically based on a combination of performance, potential, responsibilities, and organizational needs. While high commitment and satisfaction may correlate with promotability, to call them determinants used specifically for promotion overstates their direct role and ignores other critical criteria.
Option 3: 'These factors have not been sufficiently addressed in the research literature.' This asserts a gaps claim about the literature. In most management and organizational behavior research, both organisational commitment and job satisfaction are well-studied constructs with extensive empirical work linking them to turnover, performance, and well-being. Claiming they have not been sufficiently addressed would generally be inconsistent with the breadth of existing research, unless the context is a very niche subfield or a historical snapshot.
Option 4: 'There is a connection with manager performance, style and behaviour.' This posits relationships among commitment, job satisfaction, and managerial performance as well as managerial style and behaviour. The literature commonly finds that higher commitment and job satisfaction relate to better performance, more constructive leadership styles, and positive workplace behaviours. This option aligns with a broad and well-supported view that affective states and attitudes influence how managers perform and behave, and vice versa, making the connection plausible and consistent with established theory.
In evaluating these statements, you can weigh how directly each one ties commitment and job satisfaction to observable organizational outcomes. Options 1 and 4 both draw connections to organizational outcomes, but Option 4 explicitly links to multiple facets of managerial functioning (performance, style, behaviour), which tends to reflect a more comprehensive and widely supported relationship. Option 2 conflates attitudes with promotion decisions in a way that overstates the role of commitment and satisfaction, while Option 3 underestimates the depth of research on these constructs. The nuances here matter for understanding how commitment and job satisfaction operate within managerial contexts.
Overall, the reasoning shows how each option matches or conflicts with typical findings about the relationships between commitment, job satisfaction, and managerial outcomes, highlighting why Option 4 is consistent with established patterns, while the others present more limited or less accurate portrayals.

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