achieving predetermined goals, so competent and high-performing human resources will greatly

resources are a crucial factor that must be managed properly to achieve organizational goals; one

aspect of human resource management that has received great attention in the field of management

and organizations is individual commitment to the organization. Commitment is considered an

important factor that improves individual performance to be determined, hardworking, and

responsible for achieving personal and organizational goals. Therefore, organizations need quality

involvement in the organization. Organizational commitment has a significant impact on member

performance, affecting attendance, productivity, and intention to remain in the organization. High

commitment can improve members' performance, making them feel emotionally connected so that a

al., 2016), who refer to commitment as a psychological state or mindset that connects individuals with

their organization so that individuals choose to stay with the organization. There are three aspects of

organizational commitment, according to Allen and Meyer (Novita et al., 2016): affective

commitment, continuance commitment, and normative commitment.

organization. If individual needs are met, they will be more willing to contribute to the organization

actively. Widiarti and Dewi (2016) state that members' commitment to the organization measures

this. This leads to the ability to work well, which can be used to encourage organizational progress

and ultimately achieve organizational goals.

organizational climate has a positive effect on the formation of member commitment to the company.

Organizations need to understand that member commitment does not grow by itself; in this case, one

every member of the organization and can be observed by external parties who are not members of

platform for youth to contribute to regional development through different activities that encourage

organizational commitment and active participation. KNPI plays a role in fostering and directing

youth to play an effective role in the organization and contribute positively to regional progress. The

author conducted pre-research through a questionnaire filled out by 42 respondents from DPD KNPI

Karawang Regency. The results showed 23.8% of respondents had high commitment, 66.7% medium,

and 9.5% low. In the Affective Commitment aspect, 73.8% of respondents felt they had a strong

emotional bond with the organization. However, only 19% felt compelled to stay because of the

benefits obtained (Continuance Commitment). As many as 73.8% of respondents consider

commitment as a moral obligation (Normative Commitment). This imbalance between emotional

bonds, benefits, and ethical obligations triggers questions about the factors that influence

perceptions of organizational climate affect their level of commitment to the organization, either

positively or negatively.

processing to evaluate the significance of differences between groups or relationships between

variables (Azwar, 2017). The research design applied is causality, allowing researchers to infer the

existence of a cause-and-effect relationship between the independent variable and the dependent

variable. In the context of this study, the investigated variable is the impact of organizational climate

on organizational commitment. The research population consists of administrators and members of

Organizational Climate Scale constructed based on Litwin and Stringer's theory (in Tresniasari,

2015). Both scales use a Likert scale with statements that have been formulated. The organizational

climate measuring instrument constructed by the author includes seven aspects, namely Structure,

Responsibility, Reward, Warmth, Support, Organizational Identity and Loyalty, and Risk, with a total

of 28 statement items, consisting of 14 favorable items and 14 unfavorable items. Based on the results

of the tryout, the validity value for this scale ranged from 0.3 to 0.76, with an Alpha Cronbach

coefficient of 0.89. Thus, this scale is declared valid and reliable so that it can be used as an instrument

in this study. In addition, organizational commitment was measured using the Organizational

Commitment Questionnaire (OCQ) from Allen and Meyer (1990), which includes three dimensions:

affective commitment, continuance commitment, and normative commitment. This scale consists of

program.

climate and organizational commitment in DPD KNPI Karawang members. Based on the results of the

data analysis, several statistical tests have been applied to explain the relationship between the

variables studied.

is linear. The linearity test results showed a linear relationship with an F value for linearity of 11.036

organizational commitment in DPD KNPI Karawang members. Interestingly, a decrease in the

perception of organizational climate is actually followed by an increase in organizational

commitment. However, the coefficient of determination test shows that organizational climate only

explains 4.5% of the variation in organizational commitment. In comparison, the remaining 95.5% is

influenced by other factors not examined in this study. The majority of the respondents are males

who are in their productive age and may have particular views regarding their commitment to the

organization. This finding can be the basis for further research to explore other factors that influence

organizational commitment. The hypothesis proposed in this study was accepted, with the results

indicates the complexity of the relationship between organizational climate and commitment. In the

context of DPD KNPI Karawang, higher commitment can be caused by organizational culture factors

that emphasize individual initiative, where members feel the need to prove their commitment even

though the organizational climate is not optimal.

Shamir and Howell (2018). When the organizational climate is not supportive, individuals tend to be

motivated to increase their commitment as a form of compensation for a less-than-ideal environment.

In the context of DPD KNPI members, the results showed that they felt responsible for maintaining

the image of the organization, so they increased their commitment even though the organizational

climate conditions were not optimal. This finding shows that, although members are dissatisfied with

have not been studied. According to Meyer and Allen in Pratiwi et al. (2020), the factors that influence

organizational commitment include individual personal characteristics, organizational

characteristics, and organizational experience. Individual personal characteristics include

demographic and dispositional variables, while organizational characteristics include organizational

structure and the way policies are socialized. Organizational experiences include job satisfaction

(Arifudin et al., 2023), motivation, roles in the organization, and relationships with leaders or fellow

climate has an influence, there are still many other factors that play a role in shaping member

commitment, which can be the focus of future research.

between organizational climate and organizational commitment in DPD KNPI Karawang members,

should also be conducted using a longitudinal approach to understand the dynamics of the

relationship between organizational climate and organizational commitment in the long term.

Ahakwa, I. (2024). Enhancing teachers’ commitment: Autonomy and learning in Ghana’s basic

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and

normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.

https://doi.org/10.1111/j.2044-8325.1990.tb00506.x

Arifudin, S., Mora, L., & Hakim, A. R. (2023). Kepuasan Kerja Sebagai Mediasi pada Persepsi Dukungan

Dewi, N. A. D. P. (2020). Pengaruh Self-efficacy terhadap Komitmen Organisasi pada Karyawan The

Rich Jogja Hotel. Acta Psychologia, 2(2), 122–136. https://doi.org/10.21831/ap.v2i2.32750

Firnanda, W. S., & Budiani, M. S. (2019). Hubungan Iklim Organisasi dengan Komitmen Organisasi

pada anggota HImpunan Mahasiswa Jurusan Fakultas Ilmu Pendidikan UNESA. Character Jurnal

Penelitian Psikologi, 6(2), 1–6.

Meithiana, I. (2017). Kepuasan Kerja dan Kinerja Karyawan dari Dimensi Iklim Organisasi, Kreativitas

Individu, dan Karakteristik Pekerjaan. Indomedia Pustaka.

Turnover Intention Medical Representative. MIX: Jurnal Ilmiah Manajemen, VII(3), 407–428.

Novita, N., Sunuharjo, B. S., & Ruhana, I. (2016). Pengaruh Kepuasan Kerja dan Komitmen

Organisasional terhadap Kinerja Karyawan (S tudi pada PT. Telekomunikasi Indonesia, Tbk

Witel Jatim Selatan, Malang). Jurnal Administrasi Bisnis (JAB), 34(1), 38–46.

Pratiwi, A. M. A., Pertiwi, M., & Andriany, A. R. A. (2020). Hubungan Subjective Well Being Dengan

Komitmen Organisasi Pada Pekerja Yang Melakukan Work From Home Di Masa Pandemi Covid

19. Syntax Idea, 2(11), 824–833.

Saputra, M., & Rahardjo, W. (2017). Pengaruh Iklim Organisasi, Kepuasan Kerja, Keterlibatan Kerja

terhadap Komitmen Organisasi pada Anggota PT. X. Jurnal Psikologi, 10(1), 1–9.

Shamir, B., & Howell, J. M. (2018). Organizational and Contextual Influences on the Emergence and

Widiarti, N. L. P. D., & Dewi, A. A. S. K. (2016). Pengaruh Iklim Organisasi dan Kepuasan Kerja Terhadap

Komitmen Organisasional Pada Dinas Pendapatan Provinsi Bali. E-Jurnal Manajemen Unud,

5(10), 6345–6372.