INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue XI November 2025  
The Relationship of Employee Commitment and Employee  
Performance among Asiapro Employees  
Justin Rhey S.Tundanay., Sarah Mae U.Dialong., Lady Rose S.Orina., Melfeuna. D Monticillo Erna  
B.Villasan., Ruffa Mae S.Salarda., & Lexer Jade J. Dupeno LPT. MATT, SS  
Business Administration Program, Bukidnon State University, Philippines  
DOI: https://doi.org/10.47772/IJRISS.2025.91100529  
Received: 07 December 2025; Accepted: 14 December 2025; Published: 22 December 2025  
ABSTRACT  
This study examined the relationship between employee commitment and employee performance among  
AsiaPro Cooperative employees in Barangay Capitan Bayong, Impasugong. Bukidnon. anchored on Social  
Exchange Theory (SET), Social exchange theory is a sociological and psychological theory which studies how  
people interact by weighing the potential costs and benefits of their relationship A quantitative research design  
employing a descriptive-correlational approach was used, with 120 permanent employees from Asia Pro's  
Agricultural Services as respondents. Data were gathered using a survey questionnaire constructed on a 4-point  
Likert scale. Descriptive statistics, including mean and standard deviation, were applied to measure the levels of  
commitment and performance. At the same time, Spearman's rank correlation was used to test the relationship  
between the two constructs. Findings revealed that the employees demonstrated a very high level of commitment  
in affective, continuance, and normative dimensions, as well as a very high level of performance. Furthermore,  
correlation analysis revealed a significant positive relationship between employee commitment and employee  
performance, thereby rejecting the null hypothesis. The results underscore the importance of fostering  
organizational commitment to enhance employee performance. It is recommended that AsiaPro Cooperative  
continue strengthening employee attachment to the organization by recognizing outstanding performance,  
improving compensation and benefits, and reinforcing its mission and values. By cultivating a culture of loyalty,  
recognition, and support, the cooperative can further sustain high performance and organizational success.  
Keywords: employee commitment, affective commitment, continuance commitment, normative commitment,  
employee performance  
INTRODUCTION  
Employee commitment is also a very crucial element that defines the quality of work and overall performance  
of the organization. Employees play a critical role in ensuring that the organization's activities are efficient,  
innovations are developed, and great customer care is provided. Their output in executing day-to-day duties and  
their efforts in teamwork directly contribute to the organization's goals. Thus, organizations have not only been  
attempting to bring on board talented workers but also to retain and motivate them, as they demonstrate a strong  
sense of dedication, which in turn drives employee performance and organizational outcomes (Sylvester 2024).  
Gasic et al. (2024) define Employee commitment as a psychological bond and commitment, which people have  
towards their employer. It is one of the crucial attachments that enhance not only individual job performance but  
also the organization's overall results. In addition, highly committed Employees are more committed to the  
organization's success and therefore more likely to work innovatively, due to their close attachment to the  
organization.  
Employee performance is crucial to organizational objectives, as it is a direct indicator of how employees can  
perform their duties and responsibilities in the right and appropriate manner (Darvishmotevali & Ali, 2020). For  
this reason, employee commitment is a critical factor that determines the quality of work and the overall  
performance of an organization. An employee's daily activities and team contributions directly contribute to  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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organizational objectives.Therefore, to enhance productivity, efficiency, and overall work quality, businesses  
must make the management of employee performance a top priority (Triansyah et al., 2023).  
While numerous studies state the positive relationship between employee commitment and performance, most  
existing research has focused on traditional, office-based workplaces and general organizational outcomes.  
However, the contemporary workforce has become more diverse, with shifting work arrangements such as  
remote work, flexible schedules, and context-specific structures. Furthermore, there remains limited empirical  
exploration of how “different dimensions of employee commitment affective, continuance, and normative”  
uniquely influence employee performance (Fajagutana, 2022).  
To address this gap, this study will investigate the commitment-performance relationship within a specific  
geographical context and organization, AsiaPro employees in Barangay Capitan Bayong, Impasug-ong,  
Bukidnon.  
Objective of the study  
In particular, it aims to identify the roles of different levels and dimensions of employee commitment in  
performance in this context, thereby offering guidance on strategies organizations can adopt to enhance  
employee commitment and achieve better performance. A significant finding about these variables benefits the  
organization through this research. Organization will prioritize employee commitment with that there is a greater  
high performance ahead:  
Significance of the study  
The findings of this study will be valuable to various stakeholders, including the organization, its employees, the  
academic community, and the wider business sector. This study will help private organizations, particularly  
AsiaPro, identify how employee commitment directly influences performance. The findings can be used to  
model programs and policies that enhance employee engagement, motivation and retention, which will  
eventually translate into increased productivity and organizational success. Also employee will be more  
noticeable because they will be made to recognize the degree of commitment to their output and to the company's  
overall development. Such knowledge can influence them to enhance their affective, continuance and normative  
commitment, resulting in professional development and career stability. It encourages stronger employee-  
employer relationships by highlighting the importance of commitment in enhancing performance. A more  
efficient workforce can contribute to economic growth and support community development. With these  
dynamics, entrepreneurs can adopt effective techniques to motivate and retain their workforce, helping ensure  
the business's sustainability and successful growth. It serves as a reliable source that can be used in future studies  
by the researcher to investigate factors related to the study.  
Conceptual Framework  
This research aims at examining the relationship of employee commitment and employee performance among  
asiapro employees.  
This study examined how employee commitment, such as affective commitment, continuance commitment, and  
normative commitment, correlates with employee performance. This schematic diagram shows the variables  
under study and illustrates the relationship between employee commitment and employee performance.  
Employee commitment is identified as the independent variable in this framework, which influences the  
dependent variable, employee performance  
This study is anchored on the Social Exchange Theory (SET). Social Exchange Theory in sociology and  
psychology explains how human beings form relationships with one another, depending on perceived costs and  
benefits, which determine their commitment and performance Obedgiu, V., Lagat, C., & Sang, J. (2022). Here,  
the theory is applied to describe the processes by which employee commitment affects performance, namely,  
how reciprocal relations may lead to higher organizational commitment (affective, continuance, and normative).  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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This model situates organizational commitment within a broader research arena, offering perspectives on  
commitment, its motivators, and outcomes Tuna, M., Ghazzawi, I., Tuna, A., & Çatır, O. (2016).  
Thus, the theoretical approach of the given research underscores that cases of high employee commitment across  
three dimensions increase the likelihood of higher performance.  
Statement of the Problem  
This study aimed to determine the relationship between employee commitment and performance among AsiaPro  
employees, which were the spray men, padding, blanket, and maintenance teams. It aimed to answer the  
following questions:  
1. What is the respondents’ level of employee commitment in terms of?  
1.1 Affective Commitment;  
1.2 Continuance Commitment; and  
1.3 Normative commitment?  
2. What is the respondents’ level of employees’ performance?  
3. Is there a significant relationship between employee performance and employee commitment?  
4. What is the recommendation of the study based on the results?  
Research Hypothesis  
Ho1: There is no significant relationship between employee performance and employees’ commitment.  
Figure 1 Schematic Diagram of the Study  
Research Design  
METHODOLOGY  
Research Design  
This study employed a quantitative research design, specifically utilized descriptive and correlation, as it  
investigated the level of Employee Commitment in terms of Affective Commitment, Continuance Commitment,  
Normative Commitment, and Employee Performance. Further, the study investigated the relationship between  
Employee Commitment and Employee Performance among AsiaPro Employees.  
Data collection employed an adaptive questionnaire as the primary instrument, which was analyzed  
quantitatively using statistics to provide information. These designs were employed to investigate the  
effectiveness of the independent and dependent variable without researchers controlling or manipulating them.  
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INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
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Participants of the Study  
The respondents in this study were 120 permanent employees of AsiaPro working in Agricultural Services,  
including paddling, spraying, blanket, and maintenance. They were selected depending on their availability to  
the researcher at the time and place of the data collection. In a bid to incorporate some measure of permanence  
into the responses to maintain a consistent pattern of organizational commitment, only permanent employees  
with at least 1 year of continuous service in the cooperative were considered. In addition, respondents were  
required to be currently employed at the time of data collection and to volunteer. Such considerations were  
sufficient to ensure that the respondents were conversant with the organization's practices and able to offer  
valuable insights into the association between commitment and performance.  
Population Sampling  
This study employed purposive sampling, wherein respondents were deliberately selected based on specific  
characteristics relevant to the research objectives. The respondents were all permanent employees of AsiaPro in  
agricultural services, specifically those engaged in paddling, spraying, manning, blanketing, and maintenance.  
This sampling approach was deemed appropriate because it ensured the inclusion of employees who possess  
direct experience and involvement in the organization's operations. By focusing on this group, the study was  
able to gather data that is both relevant and accurate in examining the relationship between employee  
commitment and performance.  
Data Analysis  
The researchers employed the following statistical treatments to effectively interpret the data: frequency and  
percentage as well as the mean and standard deviation.  
For problems 1 and 2, the data were analyzed using both Descriptive and Inferential Statistics. Descriptive  
measures, specifically the mean and standard deviation, were applied to determine the levels of affective,  
continuance, and normative commitment, as well as the overall level of employee performance. These statistical  
tools provide a clear summary of central tendencies and response variability, which are essential for  
understanding the dataset's general patterns.  
For problem 3, Spearman's rank correlation was employed to examine the strength and direction of the  
relationship between employee commitment and employee performance. This nonparametric test was chosen  
because it is appropriate for ordinal data derived from Likert-scale responses and does not assume normality of  
the variables. Through this method, the study identified and interpreted the extent to which different forms of  
commitment are associated with employee performance outcomes.  
Research Instrument  
This study used an adapted structured survey questionnaire on collecting data which is adapted in the study of  
"Mediating Role of Employee Commitment in the Relationship between Transactional Leadership and  
Employees Performance" (Mahfouz et al,2022), “Effects of Internal Service quality in nurses job satisfaction  
commitment and performance: Mediating role of employee well – being” (Abdulla et al,2020), and  
"Organizational Commitment and its Relationship to the Employees Work Performance of an Oil Company"  
(Qu et al,2024)".  
The questionnaire was divided into two parts: the first part covered employee commitment (affective,  
continuance, and normative commitment), and the second part covered employee performance. The researcher  
conducted a pilot test to ensure the questionnaire's reliability before disseminating it to respondents. The  
questionnaire is answered using 4 Likert scales: 4 most of the time, three some of the time, two seldom, and one  
never.  
The researchers modified the questionnaire to suit the context of employee commitment and employee  
performance in AsiaPro employees. Items were therefore added or taken away that are generally relevant to the  
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commitment and performance of AsiaPro employees. Moreover, some of the originals were adapted to ensure  
they were clear and understandable to employees working in AsiaPro.  
Three experts reviewed the instrument for content validity, and pilot testing has been conducted to ensure clarity  
and reliability.  
Validation of Instrument. Avalidation process was carried out to ensure the reliability and validity of the survey  
questionnaire.  
Expert Evaluation. To be appropriate for the educational context of the University, the expertise of the domain  
in technology-enhanced education and academic achievement were engaged to review the questionnaire for  
conceptual clarity and contextual relevance.  
Data Collection. The survey questionnaire was personally distributed and administered to the respondents by  
the researchers. Before it was used in the study, first the researchers had an approval letter from the campus.  
Second, the researcher’s consultant checks and validated the adaptive questionnaire. To ensure that participation  
was voluntary, the researcher prepared an informed consent form that was attached to the questionnaire.  
This consent form informed them of the purpose of the study assured them that their information would be kept  
confidential and their anonymity would be maintained, and was used solely for its intended purpose.The  
researcher then collected the completed questionnaires from the respondents. Lastly, the researchers tallied and  
analyzed the data results.  
Ethical Consideration  
Informed consent was given by all respondents before data collection in awareness of the objectives of the  
research, methods to be used and their right to participate and withdraw in the study. All data was kept  
confidential. The research design complied with the Bukidnon State University Ethics Review Committee norms  
and guidelines. Data collection and reporting was done in an upright manner, with no plagiarism, bias, distortion,  
manipulation of results, or conflict of interest. The study ensured that no physical and emotional harm or  
infringement on privacy was incurred since participation was voluntary.  
There were measures used in the research process to ensure the highest standards of academic honesty and  
accuracy. To avoid cases of plagiarism or use of ideas of others without their permission, the research paper was  
tested using a plagiarism detector. There were no allegations of biased and estimated results, and no distortion  
of erroneous information was carried out when collecting data. In particular, this was not misrepresentation and  
manipulation of the results to match theoretical expectations, inflation, or any signs of an inherent conflict of  
interest. The ultimate research paper has taken a series of revisions depending on the proposals and  
recommendations of its adviser and panelists.  
RESULTS  
Descriptive Statistics  
Table 1. Assessment of the Respondents' Level of Employee Commitment in Terms of Affective Commitment  
Construct  
Mean  
3.73  
Std.  
Deviation  
Qualitative description  
1. I am glad to spend the rest of my life with this  
company.  
.49  
.63  
Very  
high  
level  
level  
of  
of  
commitment  
2. I feel as if the firm’s problems are my own.  
3.42  
Very  
high  
commitment  
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3. I have a great deal of personal meaning towards the  
company.  
3.54  
3.59  
3.68  
3.49  
3.43  
3.63  
3.61  
3.65  
3.58  
.58  
.54  
.49  
.64  
.73  
.57  
.57  
.54  
.41  
Very  
commitment  
high  
level  
level  
level  
level  
level  
level  
level  
level  
level  
of  
of  
of  
of  
of  
of  
of  
of  
of  
4. I feel emotionally attached to this company.  
Very  
commitment  
high  
5. Right now, staying with my company is a matter of  
necessity and desire.  
Very  
commitment  
high  
6. It would be hard for me to leave my company right  
now, even if I wanted to.  
Very  
commitment  
high  
7. Much of my life would be disrupted if I decided to  
leave my company now.  
Very  
commitment  
high  
8. I am putting a lot into this company.  
Very  
commitment  
high  
9. I still work in this firm because of the scarcity of  
available alternatives.  
Very  
commitment  
high  
10. I would be thrilled to spend the rest of my career with  
this company.  
Very  
commitment  
high  
Mean  
Very  
high  
commitment  
The response of the respondents on employee commitment in terms of affective commitment is very high level  
of commitment (M = 3.58, SD = .41). These outcomes, suggests "very high level of commitment”, underline the  
importance of affective commitment to the retention of employee loyalty, commitment, and their participation  
in the workplace, “studies have demonstrated a higher normative commitment as an outcome of a sense of duty  
and obligation in the private sector”, (Boukamcha, 2022; Markovits et al., 2010; Freire & Azevedo, 2023).  
Moreover, Moussa & Arbi (2020) noted that affective commitment encourages individuals to develop innovative  
solutions and to utilize their skills for the company's benefit fully. In the context of AsiaPro, this implies that  
workers who are emotionally engaged with their organization tend to channel their energy into improving  
productivity, which, in turn, directly affects the company's operational success and longevity.  
Table 2. Assessment of the Respondents' Level of Employee Commitment in Terms of Continuance Commitment  
Construct  
Mean  
Std. Deviation  
Qualitative Statement  
1. I feel that I have too few options to consider  
leaving this company.  
3.30  
.77  
Very  
commitment  
high  
level  
of  
of  
2. One of the few negative consequences of  
leaving this company would be the lack of  
available alternatives.  
3.47  
.70  
Very  
commitment  
high  
level  
3. Right now, staying with my company is a  
matter of necessity and desire.  
3.62  
3.51  
.53  
.58  
Very  
commitment  
high  
level  
level  
of  
of  
4. It would be hard for me to leave my company  
right now, even if I wanted to.  
Very  
commitment  
high  
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5. Much of my life would be disrupted if I decided  
to leave my company now.  
3.45  
.72  
Very  
commitment  
high  
level  
of  
Mean  
3.47  
.51  
Very  
high  
level  
of  
commitment  
The typical response of the respondents on level of employee commitment in terms of continuance commitment  
is classified as a “very high level of commitment” (M = 3.47, SD = .51). This finding, which implies a “very  
high level of continuance commitment,” highlights the importance of necessity and perceived costs on  
influencing the organizational attachment of employees. This can be exploited by leaders who develop the  
strategies that convert attachment that is necessitated by the necessity to proactive engagement so that the  
employees are productive, not because they have to be, but rather because they see the growth in the long term.  
Further, Tikare's (2015) research indicates that married and unmarried nursing staff reported high commitment  
across affective, continuance, and normative commitment. In addition, “employees in the public sector had a  
higher level of continuance commitment because they felt secure in their employment” (Todorovićet al., 2024).  
In the context of AsiaPro, this suggests that employees with high continuance commitment, while primarily  
motivated by necessity, nonetheless play a vital role in sustaining operational efficiency. By recognizing and  
managing this form of commitment, management can harness stability as a foundation for productivity, ensuring  
that employees who stay for necessity also contribute effectively to organizational success.  
Table 3. Assessment of the Respondents' Level of Employee Commitment in Terms of Normative Commitment.  
Construct  
Mean  
Std. Deviation  
Qualitative description  
1. Even if it were my advantage, I do not feel it  
could be right to leave my company now.  
3.46  
.62  
very  
commitment  
high  
level  
level  
level  
level  
level  
level  
level  
level  
of  
of  
of  
of  
of  
of  
of  
of  
2. I will not leave my company right now because  
I have a sense of obligation to the people in it.  
3.43  
3.45  
3.40  
3.49  
3.51  
3.57  
3.51  
.60  
.64  
.63  
.56  
.56  
.54  
.51  
very  
commitment  
high  
3. I owe a great deal to my company.  
Very  
commitment  
high  
4. I feel obligated to remain with my present  
employer.  
Very  
commitment  
high  
5. I will feel pleased if I stay at my company at  
present.  
Very  
commitment  
high  
6. This company deserves my loyalty.  
Very  
commitment  
high  
7. I would stay at my company since I have a  
feeling of obligation to the individuals in it.  
Very  
commitment  
high  
Mean  
Very  
high  
commitment  
Note: (N=120); SD=Standard Deviation.  
The level of employee commitment in terms of normative commitment is classified as a “very high level of  
commitment” (M = 3.51, SD = .51). This finding emphasizes that employees at AsiaPro feel a strong sense of  
moral responsibility and obligation to remain with their organization. Unlike continuance or affective  
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commitment, normative commitment arises from an ingrained belief that staying with the company is the right  
course of action. Loyalty and moral responsibility can lead the employees to support organizational values, and  
align them with the goals of the company, which can directly increase productivity, studies have indicated that  
the "employees of the public sector are more likely to be more normative commitment, a characteristic that is  
fuelled by a sense of duty and responsibility", (Boukamcha, 2022; Markovits et al., 2010; Freire & Azevedo,  
2023).  
Within the framework of AsiaPro, a high level of normative commitment implies that loyalty and obligation  
enhance employees' motivation to work effectively and consistently. This sense of morality not only minimizes  
turnover but also maintains productivity, as staff direct their devotion to physical contributions that facilitate the  
company's success  
Table 4 Assessment of the Respondents on Employee Performance  
Construct  
Mean  
Std.  
Qualitative description  
Deviation  
1. I carry out my work according to the policy of  
the firm  
3.73  
.47  
Very high level of performance  
2. I feel satisfied to perform my duty for this firm  
3.62  
3.68  
.61  
.47  
Very high level of performance  
Very high level of performance  
3. I managed to achieve the target set for me by  
the firm  
4. I manage to plan my work well in this firm  
5. I manage to execute my work well in this firm  
3.66  
3.68  
3.57  
.48  
.49  
.56  
Very high level of performance  
Very high level of performance  
Very high level of performance  
6. I am motivated to work extra hours to finish  
my task  
7. The company gives recognition to employees  
who perform well.  
3.34  
3.48  
3.55  
3.66  
.80  
.72  
.56  
.50  
Very high level of performance  
Very high level of performance  
Very high level of performance  
Very high level of performance  
8. The company provides incentives for good  
performance  
9. I can complete a given task before the  
stipulated time  
10.  
I can get along and work well with other  
employees  
11.  
12.  
I am always busy with my tasks in this firm  
I consider the scope given to me is  
3.58  
3.63  
.54  
.51  
Very high level of performance  
Very high level of performance  
interesting  
13.  
My working hours are adequate to  
3.68  
3.67  
.49  
.49  
Very high level of performance  
Very high level of performance  
complete my job properly  
14.  
I can obtain solutions for all jobs assigned  
to me  
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15.  
16.  
17.  
18.  
19.  
20.  
I can deal confidently with my colleagues.  
I am satisfied with my work  
3.64  
3.68  
3.64  
3.71  
3.66  
3.68  
.48  
.51  
.50  
.48  
.54  
.47  
Very high level of performance  
Very high level of performance  
Very high level of performance  
Very high level of performance  
Very high level of performance  
Very high level of performance  
I am satisfied with my associate's work  
My work makes the best use of my ability  
I am enthusiastic about my job  
I have the initiative to do another task even  
if I am not being told  
Mean  
3.63  
.39  
Very high level of performance  
Results show that employee performance is classified as a “very high level of performance," with an overall  
mean of (M = 3.63, SD = .39). The results suggest that employees are highly engaged in their work and exhibit  
behaviours that directly enhance productivity. Armstrong (2009) also highlighted that effective management of  
employee performance increases productivity by aligning individual and team goals with those of the  
organization and promoting continuous skill and ability development.  
In addition, it has been found that employees' contributions should be identified, recognized, and rewarded.  
Zaman, N et al. (2022) emphasized that employees should feel appreciated by their organization and be  
recognized for their efforts, as this will encourage them to innovate and produce even better, thereby increasing  
productivity. On the same note, Kalogiannidis, S. (2020) maintained that organizational success is an  
embodiment of employee performance, combining skills and competence with motivation. Transparency and  
open communication practices should therefore be used in maintaining high performance and long-term  
productivity.  
Table 5. A Correlation Analysis between Employee Commitment and Employee Performance  
Employees Commitment  
Affective Commitment.  
Employees Performance  
P-value  
<.001  
<.001  
<.001  
<.001  
Interpretation  
Significant  
Significant  
Significant  
Significant  
.605**  
.539**  
.537**  
.624**  
Continuance Commitment  
Normative Commitment.  
Overall Employee Commitment  
Note: Spearman's Rho test  
In the overall commitment analysis, a strong positive correlation with performance was observed (r = .624, p <  
.001). This implies that those employees manifesting a blend of "affective, continuance and normative  
commitment will have a better chance of working productively, hence benefiting both the individual and the  
organization". These results align with those reported by Igbomor and Ogbuma (2024), who stated that engaged  
workers are more likely to work harder, become more motivated, and feel proud of their jobs, thereby improving  
productivity.  
It is found that the strongest effect on productivity is associated with affective commitment since "employees  
who have a high level of emotional attachment to the organization are more likely to fit in the organization's  
values, work ethics, and not hesitate to make additional efforts" (Fahdy et al., 2020). Empirical research supports  
this relationship. According to Asif et al. (2019), affective commitment is also associated with significant  
enhancements in employee creativity and performance, which are key drivers of productivity.  
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Conversely, performance is positively related to continuance commitment but has a relatively weaker impact.  
Kasogela (2019) affirmed the association between continuance commitment and job performance, stating that  
even necessity-based retention may have a positive impact when supported by intrinsic motivation. "Normative  
commitment, in its turn, can enhance performance via the feeling of obligation and loyalty of employees, though,  
in certain instances, it can make workers feel bound” (Mustafa et al., 2022; Herman & Kurniawan, 2023).  
Similarly, Imron et al. (2020) indicated that normative factors motivate employees to remain and, consequently,  
positively and significantly affect performance.  
Thus, the results indicate that employee commitment, particularly affective commitment, is significant in  
enhancing performance and productivity. Employees would work better when they have an emotional attachment  
to their organization. Fair rewards and loyalty-building can also enhance individual and organizational outcome  
DISCUSSION  
The empirical evidence to the theoretical framework of the Social Exchange Theory (SET) is recorded in the  
results of the study that suggest that employee commitment and employee performance are significantly related.  
The result that the employees of AsiaPro showed the highest possible level of commitment in all dimensions  
(Overall M = 3.52, SD =.48) and the highest possible level of performance confirms the notion that the perceived  
fairness, organizational support and appreciation results in the mutual commitment of the employees. Such  
organizational commitment can improve the psychological attachment of the employees which, consequently,  
results in improved individual and organizational performance (Suharto et al., 2019). Thus, the existing  
organizational strategies in AsiaPro are successfully developing a committed work force that is transforming  
psychological investment to quantifiable productivity.  
A further look at the dimensions shows the subtle role played by each on performance. Another important one is  
affective commitment, or the emotional attachment to the organization, as affectively committed employees have  
a higher chance of developing higher levels of satisfaction and performance (Ribeiro et al., 2021). This emotional  
investment facilitates the quality of the work, these people are more willing to make an additional effort to benefit  
the goals of the organization (Igbomor and Ogbuma, 2024), and is essential to the contribution of creativity in  
employees (Asif et al., 2019). Moreover, performance is positively correlated with Continuance Commitment,  
which indicates that necessity-grounded retention may nevertheless have a positive outcome in the case when it  
is supported by intrinsic motivation (Kasogela, 2019), since employees remain to secure their personal interests  
and investments (Negashe, 2021). Lastly, Normative Commitment improves performance through a sense of  
duty and loyalty (Mustafa et al., 2022) and normative aspects make employees stay in the organization and, as a  
result, positively influence performance (Imron et al., 2020).  
The findings of this study provide a practical advice to the management of AsiaPro to continue and develop its  
high-performance culture. Since the three types of commitment are tightly coupled, the integration of these types  
is great, the organization must assume a holistic approach to management. The scores on commitment and  
performance are also high and this shows that the existing strategies are working but it is important to work  
continuously to strengthen these strategies. The management should consider the practices that deliberately  
increase emotional attachment like recognition and professional growth, and also avoiding unfair rewards and  
benefits to establish continuance commitment. AsiaPro can maintain the normative commitment, which helps  
employees to work effectively by reinforcing the mission and values of the cooperative and taking of a sense of  
duty and responsibility. Such sustained efforts would result in the workforce being stable, engaged and  
motivated, and the success of the organization in the long term.  
CONCLUSION  
Following the study, it can be concluded that there is a significant positive relationship between employee  
commitment and employee performance among asiapro employees. The rejection of the null hypothesis (Ho1)  
confirms that as commitment levels specifically emotional attachment (affective) and perceived obligation  
(normative) increase, work performance also improves. This paper has explored the “three dimensions of  
affective, continuance and normative commitment” and determined their overall and individual impacts on  
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organizational performance. The results clearly show that the greater the employees' commitment, the higher the  
performance. With committed employees, there is greater motivation, engagement, and a desire to work towards  
organizational goals.  
Findings Summary  
After the analysis, the result of the study revealed that, the level of employee commitment in terms of Affective,  
Continuance, Normative Commitment are “Very High Level”. The assessment on the Employee Performance is  
“Very High Level of Performance. Additionally, the correlation between the two variables falls under the  
"Significant" level, indicating a significant relationship between employee commitment and employee  
performance in Asiapro.With these result researchers recommend that company should continue to give  
importance to their employee to have a better performance.  
Implication for Practice  
The findings highlight the need to improve management practices and organizational policies that nourish and  
maintain commitment. Organizations may also increase commitment and performance by fostering a positive  
work environment, offering career advancement opportunities, and rewarding employees' contributions.  
RECOMMENDATION  
Based on the study's findings and conclusions, recommendations were provided to sustain employees'  
commitment and performance at AsiaPro Cooperative. Firstly, the cooperative may continue to nurture affective  
commitment by focusing on employee value, fostering a sense of belonging, and may implement engagement  
programs providing more opportunities to become a professional and to develop as a person. These initiatives  
will enable the employees to become more attached to the organization and willing to make a positive  
contribution.  
Moreover, continuance commitment needs to be maintained by offering employees physical rewards to stay in  
the organization. AsiaPro should regularly review and modernize its compensation packages, incentives, and  
benefits to remain competitive and attractive. Employees feel more secure and rewarded when they see a fair  
deal, and hence they tend to be more dedicated to their job and efficient.  
Further, the normative commitment is also essential. To do so, the regular communication of the mission, vision,  
and values of the cooperative, as well as the identification of long-term commitment and prioritization of the  
well-being of the employees, is required. Employees will have a greater sense of loyalty and responsibility  
towards the organization. With this sense of loyalty and responsibility, workers will be more obliged to stay on  
track with the organizational objectives.  
Employee recognition is one of the areas identified as needing improvement, specifically in employee  
performance, as indicated by the least-rated statement. Nonetheless, it is also viewed as an extremely high level  
of performance. To address this, AsiaPro may establish a “peer-to-peer recognition” program to ensure that high  
performance is visible and rewarded in whatever form, structured awards, financial incentives, or even a mere  
show of appreciation, will go a long way in enhancing morale, motivating to work on, and improving  
performance, to maintain the “very high” performance level, continuous training programs should be provided.  
This not only improves technical task performance but also increases Normative Commitment, as employees  
feels the organization is investing in their professional growth. further fueling the social exchange cycle.  
This research can be used as a reference for future researchers. Further research would examine additional  
variables, such as leadership styles, organizational culture, and work-life balance, to provide more detailed  
insights into employees' commitment and performance.  
For organizations, this study can serve as a foundation for enhancing employees' commitment and sustaining  
performance.  
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Hypothesis testing results and decision  
Ho1: There is no significant relationship between Employee Commitment and Employee Performance among  
Asiapro Employees  
In the overall commitment analysis, a strong positive correlation with performance was observed (r = .624, p <  
.001). This implies that those employees manifesting a blend of "affective, continuance and normative  
commitment will have a better chance of working productively, hence benefiting both the individual and the  
organization". These results align with those reported by Igbomor & Ogbuma (2024), who stated that engaged  
workers are more likely to work harder, become more motivated, and feel proud of their jobs, thereby improving  
productivity.  
Decision: Ho1 is rejected.  
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