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Introduction
Organizations consist of a group of people who work together in an organized way for a shared purpose (Cambridge Dictionary, 2020). So, organizations need workers who are psychologically attached to their work, both now and in the future (Bakker et al., 2011). However, the nature of both work and organization has been in flux because of several issues such as technological innovations, demographic factors (e.g. gender issues), family issues (e.g. work–life balance), compensation, psychological and health concerns (Visanh and Xu, 2018; Pradhan, 2016; Saha, 2016). So, in this changing work and organizational environment, it is important to study how workers’ attachments or bonds with work develop (van Rossenberg et al., 2018). There are several workplace bonds that workers can develop and one of them is specified as commitment (Klein et al., 2012). In light of these developments, organizational commitment is still significant to study (van Rossenberg et al., 2018).
Besides, studying organizational commitment is particularly important in the context of private universities in Bangladesh, where more than hundred private universities are currently in operation (Joarder et al., 2020) and their faculty turnover intentions are considerably high (Ashraf, 2019; Jahangir, 2011; Jalil, 2009). For this reason, enhancing quality education in the private universities in Bangladesh has been remaining a crucial issue since its establishment in the early 1990s (Osman et al., 2020). Several empirical investigations report that job switching is comparatively higher in the private universities than the public universities in Bangladesh because of poor human resource management (HRM) practices such as inequitable compensation structure, lack of proper supervision and evaluation absence of proper training and development (T&D), lack of job autonomy, etc. (Joarder et al., 2020; Jahangir, 2011; Jalil, 2009), as well as psychological factors such as job dissatisfaction and lack of organizational commitment (Sabiu et al., 2016). Because of the poor HRM practices, psychological factors arise (Joarder, 2012). For example, if employees suffer from the lack of adequate job satisfaction, then employee’s commitment to work and organization becomes weak and fragile and finally, the employees tend to quit the job to have better opportunities in other organizations (Chan and Ao, 2018; Sabiu et al., 2016). For this reason, several research initiatives identified adequate job...