PAAB
8. LIMITATIONS OF THE STUDY
The research was conducted with a target of 200 respondents in Harare alone, because of time and cost challenges. Some potential respondents could not be accessed in the study time because of their nature of field work.
9. DIRECTIONS FOR FUTURE RESEARCH
The researcher proposes the following as possible areas for further studies. Studies that encompass more respondents and covering a wider area (beyond the capital city of Harare), may be more representative and could yield different results. More time and financial resources for accessing all the potential informants should also be considered. It may also be of good benefit if another study can be done in Zimbabwe to compare the effects in the non-profit making organization and those in the profit making organization and establish if the same conclusions can be drawn.
10. CONCLUSION
The results from the analysis supported all the four hypotheses, showing high correlations between the individual factors which are independent variables and employee organisational commitment as the dependent variable. It is in line with the basic assumption of the social exchange theory (Emhan, 2012), the two-dimensional notion of organizational commitment (Dordevic, 2004), cooperative working environment for collaboration and social interdependence in teamwork (Ghorbanhosseini, 2012) and others. However, it was also noted from the findings that organisational support to employees has much influential power in predicting the employee organisational commitment of employees in the NGO sector in Zimbabwe, whilst teamwork had the lowest level of influence in the sector. All the factors under study indicated a positive level of correlation with the employee commitment in the NGO sector in Zimbabwe. The hypotheses were all accepted as they were deemed to have a positive influence on employee organisational commitment. The conclusion drawn from this study is that teamwork, organizational support, employee relations and employee empowerment in the NGO sector in Zimbabwe, have a positive effect on their commitment to organizations which they work for.
11. RECOMMENDATIONS
Whilst all the factors may have a positive influence on organizational commitment, the results infer that some factors have a stronger impact than others. Therefore, given the limitation of financial resources in Zimbabwe, it could be recommended that to enhance organizational commitment, organizations may prioritize to implement the factors that have a high impact namely, organizational support and employee empowerment. The findings do not mean that NGOs should overlook the other two factors (teamwork and employee relationships). It is critical for NGOs to enforce all the factors and then identify which factors could need more attention within the organization. It is important for an organization to identify which factors lead to organizational commitment among the employees because corrective actions can be taken to enhance and monitor organizational commitment. In terms of the regression analysis results, organizational support and employee empowerment are the most important predictors to ensure organizational commitment. This means that management should make sure that employees are supported through various means. In the same vein, management should also ensure that employees are empowered as this enhances their commitment to the organization.
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