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 “happy” with their jobs, while commitment refers to the degree of “attachment” or “loyalty” to the organization (Mottaz, 1987). Furthermore, organizational commitment is a more global attitude that represents an employee's attachment and identification with the goals and values ​​of the organization as a whole, while job satisfaction represents an employee's attachment to work (or to certain aspects of one's job) that is part of the organization (Mowday, 1982). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Irving, Coleman & Cooper (1997) studied the relationship between affective, continuance, normative commitment, turnover intentions, and job satisfaction. All three types of organizational commitment were negatively related to turnover intentions, of which continuance commitment was most negatively related. The study also reported a small but significant positive correlation between job satisfaction and affective and normative commitment, while continuance commitment was negatively related. Yang and Chang (2008) reported a significant and positive correlation between job satisfaction and nursing staff commitment when performing emotional labor. During an economic recession in Taiwan, Hsiu-Yen Hsu (2009) studied the relationship between organizational learning culture, job satisfaction, and organizational capacity. commitment among research and development professionals. Even during a recession, he found a positive correlation between the three variables. While a study conducted in Turkey among hotel managers by Gunlu, Aksarayli & Percin (2010) showed that intrinsic, extrinsic and general job satisfaction had a significant effect on normative and affective situation. I commit. The findings also suggest that dimensions of job satisfaction did not have a significant impact on continuance commitment among hotel managers. Guleryuz, Guney, Aydm & Asan (2008) conducted a survey on the mediating effect of job satisfaction between emotional intelligence and organizational commitment on a global level. sample of nurses. The results of the study suggested that emotional intelligence was significantly and positively related to job satisfaction and organizational commitment. They also reported a strong 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, the performance of Islamabad advertising agency employees had a weak relationship with job satisfaction and a strong positive relationship with organizational commitment. An employee's attitude toward work is what has a strong positive relationship with job satisfaction. Developing employee commitment to the organization requires more time and effort than the time needed to build job satisfaction (Rifai, 2005). While job satisfaction can be influenced by daily events in the workplace or by tangible aspects of the work environment such as pay, supervision, working hours, promotions, among others, commitment attitudes develop more slowly over time as employees evaluatetheir relationship with the organization and other aspects of working for the organization such as its goals and values ​​(Porter et al., 1974). Whereas, any change in the organization, such as layoff plans, unfair promotional procedures, or poor pay, is expected to affect employee commitment in the long term. Mowday (1982) states that daily events in any organization might influence an employee's level of job satisfaction, but such events do not cause the employee to seriously reevaluate his or her overall attachment to the organization." Lambert (2004) reinforced Mowday's suggestions in the results of his study. In his study of 272 correctional facility employees, he found that job characteristics such as job variety, autonomy, and supervision varied in how they influenced job satisfaction and organizational commitment, with these characteristics having stronger effects on job satisfaction and organizational commitment. Because job satisfaction is about an individual's job while organizational commitment is about the bond formed with the organization as a whole, job characteristics are expected to have greater effects on job satisfaction than they would on organizational commitment. Despite these differences, studies (Mathieu and Zajac, 1990) showed that job satisfaction and organizational commitment had 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 whether the organization takes advantage of its human resources, but also on the organizational commitment of the staff. Commitment is a variable related to both staff outcomes and organizational outcomes. Meyer and Allen (1997) argue that organizational commitment consists of the individual's psychological state that specifies the individual's relationship with the organization that leads to making the decision to stay in the organization. Mowday et al (1982) also defined organizational commitment as staff's belief in the organization's goals and values, with a tendency for significant efforts that represent the organization and a high interest in maintaining their membership in the organization. '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 & Jain 2004; Sy, Tram, & O'Hara, 2006). Furthermore, the neurological sciences literature also suggests that there is a positive relationship between EI and commitment (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. Individuals who have a higher level of emotional intelligence will be able to ameliorate the effect of job insecurity on their affective commitment. This is where the moderating influence of emotional intelligence helps one evaluate the emotions that lead to feelings of job insecurity and then adopt multiple perspectives to determine whether their feelings are accurate and reasonable. Emotionally intelligent employees are likely to anticipate possible complex emotions that will emerge from a situation, including whether they experience conflicting feelings of loyalty and betrayal and how anxiety about their insecurity can lead to feelings offrustration and anger. Employees with a high ability to manage their emotions will be more likely than their colleagues with low ability to control their initial emotional reaction to the perception of job insecurity, especially when they consider these reactions unproductive. The employee with greater 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 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 become members of it. Therefore, emotional intelligence is expected to increase a higher level of affective commitment to the organization and decrease the level of continuance commitment. Nikolaou, I., & Tsaousis, I. (2002) explored the relationship between emotional intelligence and sources of work stress and organizational commitment among a sample of professionals in mental health institutions. The results indicated that employees with a higher EI score scored lower on the stress assessment test and higher on both types of commitment (organization to employee and employee to organization). The study shows that emotionally intelligent employees feel more valued in their positions and also less distressed, 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 employees with a low level of EI would be more susceptible than employees with a high level of EI to negative emotions resulting from job insecurity. Therefore, they are more likely to behave defensively and negatively decrease affective commitment and increase work-related tension. While employees with high EI cope better with job insecurity, which in turn would help improve the effect of job insecurity on affective commitment. Carmeli, A. (2003) looked closely at the extent to which senior managers with high emotional intelligence employed in public service sector organizations develop positive attitudes, behaviors and work outcomes. The results indicated that emotional intelligence increases positive work attitudes, altruistic behavior and work outcomes, and moderates the effect of work-family conflict on career commitment, but no significant relationship was found between emotional intelligence of these managers and work involvement. You may also be interested inGolden Rules for choosing a dream careerWho to be? The question "who to be?" belongs to those that are 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 revealed that emotional intelligence is positively related to career decision making and self-efficacy. All four predictors of EI (empathy, use of feelings, relationship management, and self-control) were positively related to career decision making and self-efficacy, and use of feelings and self-control emerged as significant predictors of exploration and professional commitment. He reported that people who are able to label their emotions effectively and understand complex feelings, who are open to pleasant and unpleasant feelings in themselves and others.