Table of Contents
1.0 ACKNOWLEDGEMENT ............................................................................................................... 2
2.0 OBJECTIVES OF STUDY .............................................................................................................. 2
3.1 INTRODUCTION (ORGANIZATIONAL COMMITMENT)................................................... 3
3.2 CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT .................... 4
3.3 BUILDING ORGANIZATIONAL COMMITMENT ................................................................ 5
3.4 WORK-RELATED STRESS AND ITS MANAGEMENT ....................................................... 6
3.5 STRESSORS: THE CAUSES OF STRESS ............................................................................... 6
3.6 INDIVIDUAL DIFFERENCES IN STRESS ............................................................................. 8
3.7 MANAGING WORK-RELATED STRESS ............................................................................... 8
4.1 INTRODUCTION (AIRASIA GROUP BERHAD) ................................................................. 10
4.2 CORPORATE STRUCTURE ................................................................................................... 12
4.3 BOARD OF DIRECTOR .......................................................................................................... 13
5.1 AIRASIA OPERATES IN THE RELATION WITH THE ORGANIZATIONAL
COMMITMENT .................................................................................................................................. 17
5.2 HOW AIRASIA HANDLE WORK-RELATED STRESS AND ITS ORGANIZATIONAL
COMMITMENT DUE TO COVID19? ............................................................................................... 19
6.0 RECOMMENDATION ON HOW AIR ASIA AND EMPLOYEES CAN FURTHER IMPROVE
DURING THE PANDEMIC ................................................................................................................ 21
7.0 CONCLUSION ............................................................................................................................. 26
8.0 REFERENCES ............................................................................................................................. 27
E-Book ................................................................................................................................................. 27
9.0 APPENDIX ................................................................................................................................... 28
,1.0 ACKNOWLEDGEMENT
First of all, we are thankful to our beloved lecturer of this subject, Dr. XXX for
guided and assisted us in doing this assignment until we managed to finish it. We
really appreciate her high understanding and consideration towards us by giving more
time to finish this assignment and also spending her valuable times to review our
assignment before us submitting it.
Besides, all of us would like to express our sincere thanks towards the members
of this group who have given full cooperation and devoted their time to have a
discussion group whenever one of us asked for it although everybody was busy with
their own affairs, tests, quizzes and so on during the implementation of this assignment.
We are grateful towards our own members who are always helpful if any of us need
help.
Nevertheless, we also want to express our gratitude towards our families and
colleagues for their kind encouragement which help us in completion of this assignment.
2.0 OBJECTIVES OF STUDY
Determination of several objectives is needed in this study, which are listed below:
i) To indicate the impact of Covid-19 towards the organization.
ii) To discuss the causes of stress among the staff during pandemic Covid-19 outbreak.
iii) To discuss how organization handle stress among the staff due to Covid-19.
iv) To imply the best recommendations for the organization on how they can further
improve the way they handle the stress due to Covid-19.
2
,3.1 INTRODUCTION (ORGANIZATIONAL COMMITMENT)
What is organizational commitment?
Organizational commitment, precisely, an affective organizational commitment
that reflects the other half (with job satisfaction) of what some experts term "the overall
work attitude." Affective commitment is the employee's emotional connection to,
participation in and identification with the company. It is a psychological bond through
which one agrees to be committed to and responsible for the organization. Furthermore,
affective commitment is an autonomous form of commitment; that is the employee is
motivated by internal strivings of self-concept and values alignment rather than by
external forces.
Affective commitment differs from continuance commitment, which is a
calculative attachment to the organization. The most widely accepted meaning of
continuance commitment is that the employee would face significant social or economic
sacrifice if he or she left the company. For example, Encik Izhar hate his workplace but
he cannot afford to quit because of his financial problems. This presumed state of
sacrifice happens when the business provides high salaries and other types of economic
trade in the employment relationship, where a large deferred financial hour leaves
forfeits. It also occurs when strong social bonds would be cut if the person gave up her
or his organizational membership.
A second type of continuance commitment involves limited alternative
employment opportunities. For example, Encik Izhar hate his workplace but he cannot
quit because of no other job available due to Covid-19. It happens when unemployment
increasing, employees lack sufficient skills to be attractive to other employers, the skills
of the employee are so advanced that the demand for them nearby is minimal. Some
experts question whether this second type is continuance commitment, but it does not
represent another type of cost- based decision to stay and perform work roles. Both types
of continuance commitment have an externally dependent motivation to remain with and
participate in the organization, in contrast to affective commitment which is internally
sourced motivation.
Affective continuance commitment has a third sibling called normative
commitment, which refers to a felt obligation or moral duty to the organization. Felt
obligation applies the norm of reciprocity that is a natural human motivation to support,
contribute and otherwise “pay back” the organization because it has invested in and
3
, supported the employee. The sense of moral duty is the motivation to remain with and
contribute to the organization because it is the right thing to do as a member of the
organization. Normative commitment receives less attention because it overlaps
somewhat with affective commitment and its meaning is somewhat ambiguous.
3.2 CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT
Emotional investment can be an important competitive advantage. Employees
are less likely to resign and leave, and there is a strong psychological connection with
the company. They are also passionate about work and corporate citizenship, and their
work efficiency is relatively high. Active participation can increase customer
satisfaction because long-term employers have a better understanding of work practices
and customers like to do business with the same employee. One problem is that workers
with high emotional commitments seem to have high compliance, which leads to low
levels of innovation. Another concern is that even if this involves criminal acts, some
employees are inspired by the protection company. However, most companies have too
little, not too much emotional interaction.
Compared with the advantages of effective participation, employees with a
high degree of continuous participation seem to perform poorly and are less likely to
participate in corporate citizenship behavior. In contrast, union workers with a high
degree of sustained loyalty are most likely to take advantage of structured appeals, while
employees with a higher level of emotional involvement will participate in more
constructive problem solving, and employee-employer partnerships It's terrible.
Although some form of financial connection may be appropriate, employers are not
focused on continuous dedication rather than effective commitment.
In contrast, union workers with a high degree of sustained loyalty are most likely
to take advantage of structured appeals, while employees with a higher level of
emotional involvement will participate in more constructive problem solving, and
employee-employer partnerships It's terrible. Although some form of financial
connection may be appropriate, employers are not focused on continuous dedication
rather than effective commitment. Employers should also strive to win the hearts of
employees, even if their positions are higher.
4
1.0 ACKNOWLEDGEMENT ............................................................................................................... 2
2.0 OBJECTIVES OF STUDY .............................................................................................................. 2
3.1 INTRODUCTION (ORGANIZATIONAL COMMITMENT)................................................... 3
3.2 CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT .................... 4
3.3 BUILDING ORGANIZATIONAL COMMITMENT ................................................................ 5
3.4 WORK-RELATED STRESS AND ITS MANAGEMENT ....................................................... 6
3.5 STRESSORS: THE CAUSES OF STRESS ............................................................................... 6
3.6 INDIVIDUAL DIFFERENCES IN STRESS ............................................................................. 8
3.7 MANAGING WORK-RELATED STRESS ............................................................................... 8
4.1 INTRODUCTION (AIRASIA GROUP BERHAD) ................................................................. 10
4.2 CORPORATE STRUCTURE ................................................................................................... 12
4.3 BOARD OF DIRECTOR .......................................................................................................... 13
5.1 AIRASIA OPERATES IN THE RELATION WITH THE ORGANIZATIONAL
COMMITMENT .................................................................................................................................. 17
5.2 HOW AIRASIA HANDLE WORK-RELATED STRESS AND ITS ORGANIZATIONAL
COMMITMENT DUE TO COVID19? ............................................................................................... 19
6.0 RECOMMENDATION ON HOW AIR ASIA AND EMPLOYEES CAN FURTHER IMPROVE
DURING THE PANDEMIC ................................................................................................................ 21
7.0 CONCLUSION ............................................................................................................................. 26
8.0 REFERENCES ............................................................................................................................. 27
E-Book ................................................................................................................................................. 27
9.0 APPENDIX ................................................................................................................................... 28
,1.0 ACKNOWLEDGEMENT
First of all, we are thankful to our beloved lecturer of this subject, Dr. XXX for
guided and assisted us in doing this assignment until we managed to finish it. We
really appreciate her high understanding and consideration towards us by giving more
time to finish this assignment and also spending her valuable times to review our
assignment before us submitting it.
Besides, all of us would like to express our sincere thanks towards the members
of this group who have given full cooperation and devoted their time to have a
discussion group whenever one of us asked for it although everybody was busy with
their own affairs, tests, quizzes and so on during the implementation of this assignment.
We are grateful towards our own members who are always helpful if any of us need
help.
Nevertheless, we also want to express our gratitude towards our families and
colleagues for their kind encouragement which help us in completion of this assignment.
2.0 OBJECTIVES OF STUDY
Determination of several objectives is needed in this study, which are listed below:
i) To indicate the impact of Covid-19 towards the organization.
ii) To discuss the causes of stress among the staff during pandemic Covid-19 outbreak.
iii) To discuss how organization handle stress among the staff due to Covid-19.
iv) To imply the best recommendations for the organization on how they can further
improve the way they handle the stress due to Covid-19.
2
,3.1 INTRODUCTION (ORGANIZATIONAL COMMITMENT)
What is organizational commitment?
Organizational commitment, precisely, an affective organizational commitment
that reflects the other half (with job satisfaction) of what some experts term "the overall
work attitude." Affective commitment is the employee's emotional connection to,
participation in and identification with the company. It is a psychological bond through
which one agrees to be committed to and responsible for the organization. Furthermore,
affective commitment is an autonomous form of commitment; that is the employee is
motivated by internal strivings of self-concept and values alignment rather than by
external forces.
Affective commitment differs from continuance commitment, which is a
calculative attachment to the organization. The most widely accepted meaning of
continuance commitment is that the employee would face significant social or economic
sacrifice if he or she left the company. For example, Encik Izhar hate his workplace but
he cannot afford to quit because of his financial problems. This presumed state of
sacrifice happens when the business provides high salaries and other types of economic
trade in the employment relationship, where a large deferred financial hour leaves
forfeits. It also occurs when strong social bonds would be cut if the person gave up her
or his organizational membership.
A second type of continuance commitment involves limited alternative
employment opportunities. For example, Encik Izhar hate his workplace but he cannot
quit because of no other job available due to Covid-19. It happens when unemployment
increasing, employees lack sufficient skills to be attractive to other employers, the skills
of the employee are so advanced that the demand for them nearby is minimal. Some
experts question whether this second type is continuance commitment, but it does not
represent another type of cost- based decision to stay and perform work roles. Both types
of continuance commitment have an externally dependent motivation to remain with and
participate in the organization, in contrast to affective commitment which is internally
sourced motivation.
Affective continuance commitment has a third sibling called normative
commitment, which refers to a felt obligation or moral duty to the organization. Felt
obligation applies the norm of reciprocity that is a natural human motivation to support,
contribute and otherwise “pay back” the organization because it has invested in and
3
, supported the employee. The sense of moral duty is the motivation to remain with and
contribute to the organization because it is the right thing to do as a member of the
organization. Normative commitment receives less attention because it overlaps
somewhat with affective commitment and its meaning is somewhat ambiguous.
3.2 CONSEQUENCES OF AFFECTIVE AND CONTINUANCE COMMITMENT
Emotional investment can be an important competitive advantage. Employees
are less likely to resign and leave, and there is a strong psychological connection with
the company. They are also passionate about work and corporate citizenship, and their
work efficiency is relatively high. Active participation can increase customer
satisfaction because long-term employers have a better understanding of work practices
and customers like to do business with the same employee. One problem is that workers
with high emotional commitments seem to have high compliance, which leads to low
levels of innovation. Another concern is that even if this involves criminal acts, some
employees are inspired by the protection company. However, most companies have too
little, not too much emotional interaction.
Compared with the advantages of effective participation, employees with a
high degree of continuous participation seem to perform poorly and are less likely to
participate in corporate citizenship behavior. In contrast, union workers with a high
degree of sustained loyalty are most likely to take advantage of structured appeals, while
employees with a higher level of emotional involvement will participate in more
constructive problem solving, and employee-employer partnerships It's terrible.
Although some form of financial connection may be appropriate, employers are not
focused on continuous dedication rather than effective commitment.
In contrast, union workers with a high degree of sustained loyalty are most likely
to take advantage of structured appeals, while employees with a higher level of
emotional involvement will participate in more constructive problem solving, and
employee-employer partnerships It's terrible. Although some form of financial
connection may be appropriate, employers are not focused on continuous dedication
rather than effective commitment. Employers should also strive to win the hearts of
employees, even if their positions are higher.
4
