Although job satisfaction and organizational commitment are similar as attitudinal or affective constructs, several differences have been observed between the two constructs. Job satisfaction refers to the extent to which individuals “enjoy” or are “satisfied” with their job, while engagement refers to the degree of “attachment” or “loyalty” to the organization (Mottaz , 1987). Furthermore, organizational commitment is a more holistic attitude that reflects an employee's attachment and identification with the goals and values ​​of the organization as a whole, while job satisfaction represents the attachment of an employee at work (or at some aspect of his or her job) who is part of the organization (Mowday, 1982). Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Irving, Coleman, and Cooper (1997) studied the relationship between affective commitment, continuance, normative commitment, turnover intentions, and job satisfaction. All three types of organizational commitment were negatively related to turnover intentions, among which continuance commitment was the most negatively correlated. The study also reported a small but significant positive correlation between job satisfaction and affective and normative commitment, while work commitment was negatively correlated. Yang and Chang (2008) reported a significant and positive correlation between nurses' job satisfaction and engagement when performing emotional labor. During an economic downturn in Taiwan, Hsiu-Yen Hsu (2009) studied the relationship between organizational learning culture, job satisfaction, and organizational impact. commitment of research and development professionals. Even in times of recession, he reported a positive correlation between the three variables. While a study conducted in Turkey among hotel managers by Gunlu, Aksarayli and Percin (2010) showed that intrinsic, extrinsic and general job satisfaction had a significant effect on normative and affective satisfaction. commitment. The results further suggest that job satisfaction dimensions do not have a significant impact on continuance commitment among hotel managers. Guleryuz, Guney, Aydm & Asan (2008) conducted an investigation into the mediating effect of job satisfaction between emotional intelligence and organizational commitment on a sample of nurses. The study results suggest that emotional intelligence is significantly and positively related to job satisfaction as well as organizational commitment. They also reported a strongly positive correlation between job satisfaction and organizational commitment. While Ahmad, Ahmad, and Shah (2010) reported an insignificant impact of organizational commitment on job satisfaction. Furthermore, employee performance at Islamabad advertising agency had a weak relationship with job satisfaction and a strong positive relationship with organizational commitment. An employee's attitude towards work is what has a strong positive relationship with job satisfaction. Developing employee commitment to the organization takes more time and effort than the time required to develop job satisfaction (Rifai, 2005). While job satisfaction can be affected by daily events in the workplace or by tangible aspects of the work environment such as pay, supervision, work schedules,promotions, among others, commitment attitudes develop more slowly over time, as employees evaluate their relationship with the organization and other aspects of working for the organization such as its goals and objectives. values ​​(Porter et al., 1974). While any changes in the organization, for example, planned layoffs, unfair promotion procedures or poor salaries, are expected to affect the employee's commitment in the long term. Mowday (1982) stated that daily events in any organization can affect an employee's level of job satisfaction, but such events do not force an employee to seriously reevaluate his or her overall attachment to the organization. Lambert (2004) reinforced Mowday's suggestions in his study's findings. In his study of 272 correctional facility employees, he found that job characteristics such as work variety, autonomy, and supervision varied in how they affected job satisfaction and organizational commitment, these characteristics with greater effects on job satisfaction than on organizational commitment. Since job satisfaction concerns an individual's work while organizational commitment concerns the bond formed with the organization as a whole, job characteristics are expected to have greater effects on job satisfaction and organizational commitment. Despite these differences, studies (Mathieu and Zajac, 1990) have shown that job satisfaction and organizational commitment have a strong positive correlation with each other. Due to the differences between job satisfaction and organizational commitment, these two constructs will be examined separately as dependent variables. .Emotional Intelligence and CommitmentThe success of any organization in general depends not only on how the organization leverages its human resources, but also on the organizational commitment of its staff. Engagement is a variable linked to both staff and organizational outcomes. Meyer and Allen (1997) argue that organizational commitment consists of the psychological state of the individual that specifies the individual's relationship with the organization that leads to the decision to remain with the organization. Mowday et al (1982) also defined organizational commitment as a belief among staff in the goals and values ​​of the organization, tending to expend significant effort in representing the organization as well as having a high interest in maintaining its membership in the organization. EI has been found to be an important predictor of various enviable organizational outcomes, such as job performance, job satisfaction, and organizational commitment (Carmeli, 2003; Kafetsios & Zampetakis, 2008; Law, Wong, & Song , 2004; Sinha and Jain 2004; Additionally, the neurological sciences literature also suggests that there is a positive relationship between EI and engagement (Bechara, Tranel, & Damasio, 2000). According to Robinson and Rousseau (1994), job insecurity can lead to reduced commitment and high turnover intentions. which could threaten organizational stability. People with a higher level of emotional intelligence will be able to attenuate the effect of job insecurity on their emotional commitment. This is where the moderating influence of emotional intelligence helps assess the emotions that lead to feelings of career insecurity and then take multiple perspectives to determine whether their feelings are accurate and reasonable. Employees emotionallySmart people are likely to predict possible complex emotions that will emerge from a situation, including whether they are experiencing mixed feelings of loyalty and betrayal and how anxiety related to their insecurity can lead to feelings of frustration and anger. Employees with high ability to manage their emotions will be more likely than their low-ability counterparts to control their initial emotional reaction to perceived job insecurity, especially if they view these reactions as unproductive. The employee with higher emotional intelligence can manage the emotion felt and generate enthusiasm for their work to increase their affective commitment. Alternatively, employees with a high ability to manage their emotions will realize that it is in their self-interest to suppress their feelings of insecurity and simply increase their normative commitment to the organization until they are part. Thus, emotional intelligence should increase a higher level of affective commitment to the organization and decrease the level of continuous commitment. Nikolaou, I., & Tsaousis, I. (2002) explored the relationship between emotional intelligence and sources of occupational stress and organizational commitment in a sample of professionals from mental health institutions. The results indicated that employees with a higher EI score scored lower on the stress assessment test and scored higher in both types of commitment (organization to employee and employee to organization). A study shows that emotionally intelligent employees feel more valued in their role and also less anxious, which increases feelings of loyalty and commitment. Jordan, Ashkanasy, and Hartel (2002) proposed a theoretical model in which EI, as a moderator, predicts employee emotional and behavioral response. to job insecurity. It was hypothesized that low EI employees were more likely than high EI employees to experience negative emotions resulting from job insecurity. As a result, they are more likely to behave defensively and negatively, thereby reducing their emotional commitment and increasing work-related tensions. While employees with high EI manage job insecurity better, which would help to attenuate the effect of job insecurity on affective commitment. Carmeli, A. (2003) took a close look at the extent to which senior managers with high emotional intelligence employed in public sector organizations develop positive attitudes, behaviors and work outcomes. Results indicate that emotional intelligence increases positive work attitudes, altruistic behaviors, and work outcomes, and moderates the effect of work-family conflict on work engagement, but no significant relationship between emotional intelligence of these managers and professional involvement was not found. You may also be interestedGolden Rules for choosing a dream careerWho to be? The question “who to be?” » is one of those that is often impossible to answer. How to choose a profession and not be disappointed? Say no...Chris (2003) studied the relationship between emotional intelligence and career decision making, self-efficacy, career exploration, and commitment. It found that emotional intelligence is positively related to career decision-making and self-efficacy. The four predictors of EI: empathy, use of feelings, relationship management and mastery of.