FACTORS AFFECTING ORGANIZATIONAL COMMITMENT (A HUMAN RESOURCE MANAGEMENT LITERATURE STUDY)

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, namely: Individual Characteristics, Compensation, and Job Satisfaction, A Study of Human Resource Management Literature. The results of this research library are that: 1) individual characteristics have an effect on job satisfaction; 2) compensation affects job satisfaction; 3) individual characteristics affect organizational commitment; 4) compensation affects organizational commitment; and 5) job satisfaction affects organizational commitment.


INTRODUCTION
Humans as members of the organization play an important role in achieving organizational goals. The success of an organization cannot be separated from human resources because humans have the ability to contribute their energy and thoughts to do something useful. This situation makes human resources an asset whose productivity must be increased. The reliance of the organization on employees makes the organization necessary to foster confidence in employees to have something in common with the values and goals of the organization. This belief will create a feeling of belonging in the employee which is expected to encourage employees to cooperate with the organization. The relationship between employees and the organization they work for is known as organizational commitment.
Employee commitment is an important thing for a company in creating survival. Employees as members of the organization will find it easier to achieve high work performance if they have positive behavior and attitudes. That is, by realizing that he is not only a member of the organization but also understands the goals and values of the organization, employees will be able to understand the goals and policies of the organization. In the end, employees will be able to do Available Online: https://dinastipub.org/DIJMS Page 324 remuneration received by an employee from his company as a result of the service / labor he has provided to the company. Meanwhile, according to Simamora (2012), compensation is all forms of financial returns, services and benefits received by employees as part of the employment relationship. According to Notoatmodjo in Sutrisno (2012), there are several objectives of compensation that need to be considered, namely: 1) Respecting work performance, providing adequate compensation is an organizational reward for employee work performance. Furthermore, it will encourage employee behaviors or performance as desired by the company, for example high productivity; 2) Ensuring fairness, with a good compensation system will ensure justice among employees in the organization. Each employee will receive compensation in accordance with their duties, functions, positions and work performance; 3) Retaining employees, with a good compensation system, employees will be more survival working in the organization. This means preventing employees from leaving the organization in search of more profitable jobs; 4) Obtaining quality employees. With a good compensation system, it will attract more prospective employees and also have more opportunities to choose the best employees; 5) Control costs. With a good compensation system, it will reduce the frequency of recruitment, as a result of the more frequent employees who leave looking for more profitable jobs in other places. This translates to cost savings for the recruitment and selection of prospective new employees; 6) Compliance with regulations. A good compensation system is a demand from the government. A good company is required to have a good compensation administration system.
According to Rivai and Sagala (2011) based on the type of compensation, compensation is grouped into two groups, namely financial compensation and non-financial compensation. Furthermore, financial compensation consists of direct compensation and indirect compensation. Direct compensation consists of direct payments to employees in the form of wages, salaries, bonuses or commissions. Meanwhile, indirect compensation consists of all payments that are not covered by direct financial compensation which includes holidays, various kinds of insurance, services such as child care or religious care and so on. Meanwhile, non-financial compensation can be in the form of praise, appreciation and recognition that affect employee motivation, productivity and satisfaction.
Compensation have been examined extensively by previous researchers including: , dan ,

Job satisfaction
Everyone who works expects to get the satisfaction of his place of work. Basically, job satisfaction is an individual thing because each individual will have a different level of satisfaction according to the values that apply in each individual. The more aspects of work that are in accordance with individual desires, the higher the level of perceived satisfaction.
Job satisfaction is a pleasant emotional attitude and loves his job. This attitude is reflected by work morale, discipline and work performance. Job satisfaction is enjoyed at work, outside work, and a combination of inside and outside work (Hasibuan, 2012). According to Robbins and Judge (2015) job satisfaction is a general attitude towards a person's job, the difference between the amount of reward an employee receives and the amount they believe they should receive.
In addition, Rivai and Sagala (2011) define job satisfaction as an evaluation that describes a person who feels happy or unhappy, satisfied or dissatisfied at work. Furthermore, Handoko (2011) argues that job satisfaction is a pleasant or unpleasant emotional state in which employees view their work. Job satisfaction reflects a person's feelings about his job. Job satisfaction is related to an assessment of job characteristics, environment, and emotional experiences at work. Satisfied employees have good ratings of their work, based on their observations and experiences. Job satisfaction is a set of attitudes about different aspects of a job and job context. Job satisfaction will encourage employees to perform better. Better performance will lead to higher economic and psychological rewards. If the benefits are deemed appropriate and fair, there will be greater satisfaction because employees feel that they are receiving rewards according to their performance. Conversely, if the rewards are deemed not in accordance with the level of achievement, uncertainty tends to arise. Job satisfaction depends on the suitability or balance between what is expected and reality.
According to Robbins and Judge (2015) the factors that determine job satisfaction are: 1) Mentally challenging work. Employees tend to prefer jobs that give them the opportunity to advance using their skills and abilities. A less challenging job creates boredom, but challenging it too much creates frustration and feelings of failure; 2) Fair remuneration. Every employee wants a wage system and professional policies that are fair and in accordance with their expectations; 3) Supporting working conditions, employees care about the work environment both for personal comfort and to make it easier to do good tasks; 4) Supporting colleagues, having friendly and supportive colleagues can lead to increased job satisfaction; and 5) Conformity between job personalities. People have the same personality type as the job they choose. Thus, will create increased job satisfaction. Job satisfaction have been examined extensively by previous researchers including: (Harini et al., 2020), (Masydzulhak et al., 2016), and (Silitonga et al., 2017)

RESEARCH METHODS
This type of research is library research, which is a series of studies relating to the method of collecting library data, or research where the object of research is extracted through a variety of library information (books, encyclopedias, scientific journals, newspapers, magazines, and documents) (Arikunto, 2012). Literature research or literature research (literature review, literature research) is research that critically reviews or reviews the knowledge, ideas, or findings contained in the academic-oriented literature, and formulates theoretical and methodological contributions to certain topics. (Sugiyono, 2012). The focus of library research is to find various theories, laws, propositions, principles, or ideas that are used to analyze and solve the research questions formulated. The nature of this research is qualitative analysis.
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 exploratory (Hapzi Ali. Nandan 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. (Hapzi Ali. Nandan Limakrisna, 2013).

FINDINGS AND DISCUSSION Result
This article analyzes and discusses the variables of Human Resource Management (HRM), namely: Organizational Commitment, Job Characteristics, Compensation, and Job Satisfaction. Where Job Characteristics, Compensation, and Job Satisfaction affect Organizational Commitment, Research and previous articles relevant to this article include:

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: a. The effect of job characteristics on job satisfaction based on research results: (Birtch et al., 2016); (Ozturk et al., 2014); (Ali et al., 2014); (Loher et al., 1985); ; and , (Limakrisna et al., 2016), (Harini et al., 2020), , (Riyanto, Yanti, et al., 2017), and (Masydzulhak et al., 2016). b. The effect of compensation on job satisfaction based on research results: (Mabaso & Dlamini, 2017); (Salisu et al., 2015); From the formulation of the problem of writing this article and reviewing literature studies from both relevant books and articles, the frame for this article is processed as below.

Relationship between Job Characteristics and Job Satisfaction
Job characteristics are the implementation of employee duties which include the authority, responsibilities and tasks that must be performed, and can also increase the satisfaction that individuals get from the characteristics of the work concerned. Job characteristics are the basis for employee productivity and job satisfaction which are designed to play an important role in the success and survival of the company (Gitosudarmo, 2010). William and Hazer (1986) say that job satisfaction is the effective orientation of individual workers towards their work and its characteristics. Job characteristics are the main factors found consistently in the formation of job satisfaction. Studies on the importance of different job characteristics find consistently that the nature of the job itself is a major determinant of job satisfaction (Wexley and Yukl, 2003), (Harini et al., 2020), (Masydzulhak et al., 2016), and (Silitonga et al., 2017) Various studies have proven that if in work someone has the autonomy to act, there are variations, make an important contribution to organizational success and employees get feedback about the results of the work they do, they will feel satisfied. (Birtch et al., 2016); (Ozturk et al., 2014); (Ali et al., 2014); (Loher et al., 1985); ; and .
The greater the variety of activities carried out by a worker, the less tedious the job is. Jobs that are very tedious are those with the same activities, simple and repetitive every few minutes, or hundreds of times every day. A job that includes more skills and talents that are relevant to the identity of the worker, the more workers feel that they are doing meaningful work rather than just being on time (Wexley and Yukl, 2003). Furthermore, Robins and Judge (2015) say that a job that has autonomy will give the office holder a feeling of personal responsibility for the results and if a job provides feedback, the employee will know how effective he is working.

Compensation Relationship with Job Satisfaction
Compensation as an important function in human resource management. Serves as a means of pulling, maintaining and maintaining workforce for the benefit of the organization (Martoyo, in Sinollah, 2011). Furthermore, Martoyo in Sinollah (2011) states that compensation is a form of appreciation for the services of a person at the company where he works. The realization of this remuneration requires a regulatory mechanism that has a logical, rational and strong basis. When compensation is given correctly, employees will be satisfied and motivated to achieve organizational goals.
Many studies suggest that compensation has a large influence and impact on employee job satisfaction at work, among others, research conducted by (Mabaso & Dlamini, 2017); (Salisu et al., 2015);  (2015), , dan , which revealed that compensation consisting of financial compensation and non-financial compensation has a positive and significant effect on employee job satisfaction.
In addition, this statement is also supported by the opinion of experts, including Sutrisno (2012), which states that financial factors are factors related to job satisfaction. Because this factor provides guarantees and employee welfare, which includes the system and the amount of salary, social security, various benefits, facilities provided, promotions and so on.
In addition, Handoko in Sinollah (2011) states that one of the factors that allows the growth of job satisfaction is proper and fair arrangement of compensation to employees. If the value of Available Online: https://dinastipub.org/DIJMS Page 329 remuneration or compensation provided by the company is in accordance with the expectations of the employees, it can be said that the employees have experienced job satisfaction.

Relationship between Job Characteristics and Organizational Commitment
Job characteristics are basically related to the design of a work system for employees or known as job characteristics. Monotonous jobs or routinely using only the type of expertise, for example, can bore employees with their work compared to employees who work using a variety of jobs. Job characteristics are an attempt to identify the task characteristics of a job, how these characteristics are combined to form different jobs with their relationship to motivation, job satisfaction, organizational commitment and employee performance.
A study by Udo et al conducted on manufacturing plant managers in the USA, illustrates that the turnover intentions among factory managers are the result of a complex relationship between role stressors, job characteristics, job involvement, job satisfaction and organizational commitment (Tamalero, Swasto, and Hamid, 2012). Elanain further stated in Tamalero, Swasto, and Hamid (2012) which emphasized that to increase employee commitment and to reduce turnover intentions, companies need to pay attention to job characteristics factors.

Compensation Relationship With Organizational Commitment
Compensation is a reply from the company that must be received by employees, both financial and non-financial. The purpose of providing compensation itself according to Hasibuan (2012) is a bond of cooperation, job satisfaction, effective procurement, motivation, employee stability, discipline, and commitment to work.
The amount of compensation received with work targets and workloads that are completed will further motivate employees to work seriously in achieving the goals and objectives of the organization (Pratama, E.W., Musadieq, M.A., and Mayowan, Y., 2016). Providing good compensation will motivate employees to commit to an organization that has met their daily needs (Garay in Pratama, E.W., Musadieq, M.A., and Mayowan, Y., 2016), , dan , Several previous studies have also revealed that compensation affects organizational commitment, including research conducted by Rizal, M., Idrus, M.S., Djumahir., & Mintarti. R (2014) who argues that direct compensation can strengthen organizational commitment. other than that (Muhammad & Abdullah, 2016); (Dhurup et al., 2016)  Job satisfaction is a form of a person's feelings about his job, work situation and relationships with colleagues. Therefore, job satisfaction is something that is important for an employee to have, in interacting with his work environment so that the responsibilities given by the company can be carried out properly in accordance with company goals. Job satisfaction is considered important in the scope of the organization because it has a big influence on organizational commitment, this was stated by Mathis & Jackson (2006) which states that people who are relatively satisfied with their work will be more committed to the organization and people who are committed to the organization are more likely get greater satisfaction.

Relationship between Job Satisfaction and Organizational Commitment
Job satisfaction has a positive and strong influence on organizational commitment. People who get a higher level of job satisfaction tend to feel that the level of affective commitment and normative commitment is higher. Meanwhile, the effect on continuance commitment is weaker. Affective commitment is a commitment that arises because of emotional closeness to the organization, self-identification and active involvement in the organization. Continuance commitment is based on workers' perceptions of the losses they will incur if they leave the organization. Meanwhile, normative commitment is related to workers' feelings about having to stay in the organization (Wibowo, 2014).

CONCLUSION AND RECOMMENDATION
Based on the formulation of the articles, the results and discussions that are reviewed and discussed in this article, it can be concluded that to build a hypothesis for further research are: a) There is an effect of job characteristics on job satisfaction; a) There is a compensation effect on job satisfaction; c) There is an effect of job characteristics on organizational commitment; d) There is a compensation effect on organizational commitment; and e) There is an effect of job satisfaction on organizational commitment.
Based on the conclusions above, the suggestion in this article is that there are many other factors that affect employee organizational commitment at all types and levels of the