DETERMINATION OF ORGANIZATIONAL COMMITMENT: PERCEIVED ORGANIZATIONAL SUPPORT, COMMUNICATION, AND LEADERSHIP STYLES (A HUMAN RESOURCE MANAGEMENT LITERATURE STUDY)

DOI:10.31933/DIJMS Abstract: Previous research or relevant research is very important in a research or scientific article. Previous research or relevant research serves to strengthen the theory and phenomenon of the relationship or influence between variables. This article reviews the factors that influence organizational commitment and employee performance, namely: Perceived Organizational Support, Communication, and Leadership Style, a Human Resource Management Literature Study. The results of this research library are that: 1) Perceived Organizational support affects Organizational Commitment; 2) Communication affects Organizational Commitment; 3) Leadership Style affects Organizational Commitment.


INTRODUCTION Background
Students in general at the end of the lecture will be faced with their obligation to make a scientific paper in accordance with their field of knowledge in the form of an explanation of the results of research that discusses a problem / phenomenon in a certain field of science by 1) Does the Leadership Style have a relationship and influence on Organizational Commitment.

2) Does Perceived Organizational Support have a relationship and influence on
Organizational Commitment.
3) Does communication have a relationship and influence on Organizational Commitment.

LITERATURE REVIEW Organizational Commitment
Organizational commitment is the level to which employees believe and accept organizational goals and desire to stay with the organization (Mathis and Jackson, 2011).
According to Robbins and Judge (2012) organizational commitment is a condition in which an employee sides with a particular organization and its goals and desires to maintain membership in that organization. The realization of a conducive situation when employees and organizations have the same synergy in goal achievement orientation, striving hard to achieve specified targets is a necessity when an employee sided with the organization.
Organizational commitment is needed in this case.
According to Davis and Newstron (2001), these employees experience a level of loyalty related to their ties to the organization, and their willingness to continue to participate or work with them. Organizational commitment is the emotional connection that employees feel with their work (Ortiz et al, 2015). Then Luthan (2006) defines organizational commitment as an attitude that reflects the extent to which an individual knows and is tied to his organization. A highly committed individual is likely to see himself as a true member of the organization.
Commitment in the organization does not just happen very easily and quickly. But it undergoes a gradual and quite long process. Minner (1997) reveals four factors that affect employee commitment, including: a) Personal factors, this includes age, gender, level of education, work experience and personality, and so on.
b) Job characteristics, such as occupational environment, challenges at work, role conflicts, level of difficulty at work. c) Characteristics of the structure, such as the size of the organization, the form of the organization, the presence of a work union, and the level of control exercised over employees.
d) Work experience, this is very influential on the level of commitment of employees in the organization. Because the level of commitment between employees who have been working for decades will be different from employees who have just worked.
Meanwhile, according to Steer and Porter (1991), there are a number of factors that affect employee commitment to the organization, namely: a) Personal factors include job expectation, psychological contract, job choice factor, and personal characteristics (personality). Because all these factors will form the initial commitment.
b) Organizational factors, including initial works experience, job scope, supervision, goal consistency organizational. All of these factors create and shape responsibility. c) Non-organizational factors, which include the availability of alternative jobs. Factors that do not come from within the organization, for example whether there are other job alternatives. If there is something better then the employee will leave. Meyer et al., (1993) suggest that there are three components of organizational commitment, namely: For more details, Meyer et al., (1993) describe the forms of organizational commitment and the factors that form it as follows: Information : meaningful as shaping factors.

Figure 2. Factors shaping organizational commitment
(Source: Meyer, Allen and Smith, 1993) Meanwhile, according to Kreitner and Kinicki (2014), there are three forms of organizational commitment, namely: 1) Continuance commitment, which is a commitment related to the dedication of members in carrying out organizational life and producing people who are willing to sacrifice and invest in the organization.
2) An integrated commitment (cohesion commitment), namely the commitment of members to the organization as a result of social relationships with other members in the organization. This occurs because employees believe that the norms adopted by the organization are useful norms.
3) Controlled commitment (control commitment), namely commitment of members to organizational norms that provide behavior in the direction they want. Organizational norms are appropriate and are able to contribute to the behavior it wants.

Leadership Style
Leadership is included in the group of applied sciences or social sciences, because the principles and formulations are useful in improving human welfare. As a first step to studying and understanding everything related to aspects of leadership and its problems, it is necessary to first understand the meaning or understanding of leadership through various perspectives. Robbins and Judge (2013) suggest that a leader is someone who is responsible for a group to achieve its goals and visions.
Leadership (Leading) means using influence to motivate employees to achieve organizational goals. Leadership means creating shared values and culture, communicating goals to employees throughout the organization, and injecting enthusiasm to show the highest performance to employees (Daft, 2010).
According to Northouse (2017) leadership is a process where individuals influence a group of individuals to achieve common goals. Leadership includes influence. Leadership is tasks and how to do that task, as well as processes for facilitating individual and collective efforts to achieve common goals.
Basically a leader has different behaviors in managing his members, and this behavior is called a leadership style. The leadership style is thus the way a leader influences members and cooperates with various programs and predetermined ways. Therefore leadership contains a dynamic force in encouraging, motivating, and coordinating the organization to achieve the expected goals (Agussalim, 2013).
According to Northouse (2017) leadership style contains behavior patterns of someone who tries to influence others. It includes command (task) behavior and supportive (relationship) behavior. Command behavior helps group members achieve goals by giving orders, achieving goals and evaluation methods, setting deadlines, assigning roles, and demonstrating how to achieve goals. Command behavior describes, often in one-way communication, what needs to be done, how it is done, and who is responsible for doing it.
Supportive behavior helps group members feel good about themselves, their coworkers, and the situation. Supportive behavior involves two-way communication and responding which shows social and emotional support to others.
Leadership style is a behavior norm that is used by a person when that person tries to influence the behavior of others as he sees it. In this case, the effort to align perceptions between people who will influence behavior and those whose behavior will be influenced is very important (Thoha, 2015: 49). According to Sedarmayanti (2017: 364)  According to Davis (2010), the main characteristics a leader must have are: 1) Intelligence: Studies generally show that a leader has a higher level of intelligence than his followers, but is not very different.
2) Maturity, Social and Broad Social Relations (Social maturity and Breadht): Leaders tend to have stable emotions and are mature or mature, and have extensive activities and concerns.
3) Self-motivation and drive for achievement: Leaders have relatively high achievement motivation and drive, working harder for intrinsic value.

4) Human relations attitudes:
A successful leader will recognize the self-esteem and dignity of his followers, have high attention and are oriented towards his subordinates.
Meanwhile, according to Pasolong (2013) leadership style can be measured through:

1) Decisions are made together
Democratic leaders do not hesitate to be involved together with subordinates to make decisions and carry out work activities for the achievement of organizational goals.
2) Respect the potential of each of his subordinates Democratic leadership values every individual potential and is willing to recognize the expertise of specialists in their respective fields, able to utilize the capacities of each member as effectively as possible at the right time and conditions.

3) Hearing criticism, suggestions / opinions from subordinates
Receiving criticism, suggestions / opinions from subordinates is a natural thing in organizational life. Thus there will be a tendency to further increase self-potential and be better than before and learn from the mistakes that have been made. A good leader is a leader who is able to work together / be directly involved together in carrying out tasks for the achievement of organizational goals. Leaders also do not hesitate to go directly to the field to carry out their duties.

Perceived Organizational Support (POS)
Perceived organizational support (POS) refers to employees' perceptions of the extent to which organizations value their contribution and concern for their welfare. The POS concept proposes that employees personify the organizations they work for and form global beliefs about the extent to which organizations value their contribution and concern for their well-being (Eisenberger in Mageshkumar, 2016). POS is defined as the level at which employees believe that their organization values their contribution and concern for their well-being (Afzali et al., 2014). Meanwhile, according to Robbins and Judge (2015) perceived organizational support or Perceived Organizational Support is the level where employees believe the organization appreciates their contribution and cares about their welfare. POS can also be viewed as an organizational commitment to employees. If the organization generally appreciates employee dedication and loyalty as a form of employee commitment to the organization, then employees in general also pay attention to how committed the organization has to them. Awards given by organizations can be considered to provide benefits for employees, such as a feeling of acceptance and recognition, obtaining salaries and promotions, getting various access to information, and several other forms of assistance that employees need to be able to carry out  (Rhoades & Eisenberger, 2002).
According to Rhoades and Eisenberger (2002), there are three general forms of treatment from organizations that are considered good and will increase the organizational support felt by employees, namely: 1) Justice (Fairness), the justice factor here is procedural justice which concerns the issue of justice regarding the means that should be used to distribute the various resources that exist within the organization. The repeated occurrence of fairness in making decisions about the distribution of resources will have a strong influence on the organizational support felt by employees, which is indicated by attention to employee welfare.
2) Supervisor Support, because the actions of the superior as the representative of the organization are responsible for regulating and assessing the performance of their subordinates, employees see the superior's actions that are pleasant or unpleasant for employees as a manifestation of organizational support.

3) Benefits from the Organization and Working Conditions (Organizational Rewards and Job
Conditions), rewards in the form of rewards, salaries, and promotions, help communicate a positive assessment of employee contributions which in turn will also contribute to increased organizational support that employees feel. In addition, there is job security which means that there is certainty that the organization will continue to maintain employee membership in the future and this is expected to lead to high organizational support felt by employees. Organizational trust in employee wisdom in completing work tasks will also increase the organizational support that employees feel. Role stressors such as: too much work; job demands that are impossible to complete in a limited time; role delivering information from one party, be it individuals, groups or organizations as senders to other parties as receivers to understand and open opportunities to respond back to senders.
According to Kreitner and Kinicki (2014)  b. Communication to the top. Upward communication in an organization means that information flows from lower levels (subordinates) to higher levels (supervisors). All employees in an organization, except perhaps those in top positions, may communicate upwardsthat is, any subordinate can either reason or request information from or provide information to someone whose authority is higher than his. A request or comment directed to an individual whose authority is greater, higher, or broader is the essence of upward communication. Communication has been researched by many previous researchers, including: (C.C. , (Christina Catur Widayati et al., 2020).

RESEARCH METHODS
The method of writing scientific articles is by qualitative methods and literature study In qualitative research, literature review should be used consistently with methodological assumptions. This means that it must be used inductively so that it does not lead to the questions posed by the researcher. One of the main reasons for conducting qualitative research is that it is explorative in nature (Ali & Limakrisna, 2013).
Furthermore, it is discussed in depth in the section entitled "Related Literature" or literature review ("Review of Literature"), as a basis for the formulation of hypotheses and will then become the basis for making comparisons with the results or findings revealed in the research. (Ali & Limakrisna, 2013).

1) Leadership Style affects Organizational Commitment
Leadership style has an influence on organizational commitment, this was stated by Yousef (2000) in his research which suggested that there was a positive relationship between leadership behavior and organizational commitment. This study also shows that leadership behavior has a significant effect on organizational commitment.
These results support other research conducted by (Zahra, 2015), (Lok & Crawford, 2004), and (Keskes, 2014) which suggest that leadership style has a positive and significant influence on organizational commitment. This means that if the leadership style of a leader is in accordance with the situation faced in the organization or work unit, it will make the work climate more conducive and in the end the commitment of employees in the company is formed and even increases. Kreitner and Kinicki (2014) argue that in order to maintain organizational commitment, the role of a leader is needed and highly effective leadership is the main requirement. A leader in applying his leadership style must first understand the attitudes of his employees and must understand the strengths and weaknesses of his employees and understand how to use the strengths of his employees to compensate for their weaknesses. Yukl (2017) states that effective leaders influence their followers to have greater optimism, self-confidence, and commitment to the goals and mission of the organization.
Thus the ways the leader's behavior in directing followers will affect the employee's organizational commitment. Leadership has been researched by many previous researchers, including: (Riyanto, Pratomo, et al., 2017), and (Purba et al., 2017).

2) Perceived Organizational support berpengaruh terhadap Komitmen Organisasi
Perceived Organizational support (POS) has a positive effect on organizational commitment, this is reinforced by research results (Nazir & Islam, 2017), (Islam et al., 2015)  and (Sharma & Dhar, 2016) which state that POS has a positive relationship to organizational commitment, which indicates that POS can in still a sense of belonging to an organization.
This shows that the more organizational support, the more emotional attachment the employee has to the organization, and vice versa.
Then Ramadhani, F.A (2018) in his research also stated that the more positive employee perceptions of the organization, it will make employees want to stay or keep their jobs in the organization. In addition (Rhoades & Eisenberger, 2002) also suggests that if the organization can appreciate employee dedication and loyalty as a form of employee commitment to the organization, employees in general will also pay attention to how commitment the organization has towards them.
Furthermore (Rhoades & Eisenberger, 2002) also suggests that employees who feel that they have received support from the organization will have a sense of meaning in those employees. This is what will increase the commitment to employees. This commitment will ultimately encourage employees to try to help the organization achieve its goals. Perceived Organizational Support (POS) has been researched by many previous researchers, including: (Ridwan et al., 2020).

3) Communication affects Organizational Commitment
From the hypothesis testing, it is known that communication has an effect on organizational commitment. The results of this study are in line with previous research conducted by (Carrière & Bourque, 2009)  Communication is the process of transferring understanding in the form of ideas or information from one person to another. The transfer of meaning involves more than just the words used in conversation, but also facial expressions, intonation, vowel break points and so on. Effective transfer requires not only data transmission, but that a person sends news and receives it very much depends on certain skills (reading, writing, listening, speaking, etc.) to make information exchange successful (Gupron, 2019).
Engin argues that communication is also one of the factors that affect organizational commitment (Setiadi et al., 2016). Arif further explained that communication among workers is important because communication in the organization unites the activities of all existing functions (Setiadi et al., 2016). Leaders who are open, understand and want to hear the views of their workers will produce a motivated and loyal class of workers. The communication that occurs between leaders and workers will also form a trusting work atmosphere, to which employees can eventually commit. Communication has been researched by many previous researchers, including: (C.C. , dan (Christina Catur .

Conceptual Framework
Based on the theoretical study and the relationship between variables, the model or Conceptual Framework of this article in order to construct a hypothesis is as follows: 1) The influence of leadership style on organizational commitment based on research results: (Zahra, 2015), (Lok & Crawford, 2004), and (Keskes, 2014).

Conclusion
Based on the results and discussion, it can be concluded to build a hypothesis for further research as below:

Suggestion
Based on the conclusions above, the suggestion in this article is that there are still many other factors that affect employee performance or employee performance at all types and levels of the organization, therefore further studies are needed to complement what other factors can be. affect performance.