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Regardless of the industry, an organization's ability to enhance its business capabilities is heavily dependent on the caliber of its people resources. Using human resources to their full capacity can significantly increase quality and productivity, as they are frequently seen as an organization's driving force (Wright & McMahan, 2011; Chernysheva, Gornostaeva & Mikhailov, 2022). To control this asset to its finest, it is critical to comprehensively understand their demands, values, and motivations to make them feel contented with their job and nurture their loyalty to the organization. A loyal workforce to compete in the global economy has long been a desire for organizations, and acquiring it claims one of today's most prominent business challenges. The characteristics that contribute to organizational commitment have undergone a great deal of scrutiny. Numerous academic papers and studies arrived at the conclusion that employees who are satisfied with their work show

stronger loyalty to their organization (Hedayat, Sogolitappeh, Shakeri, Abasifard & Khaledian, 2018; Batugal & Tindowen, 2019). On the other hand, employees with low job satisfaction levels are more likely to exhibit poor behavior at work, which may result in low performance, absenteeism, and rapid employee turnover (Judge etal., 2001; Saragih & Hendy, 2022). Studying the relationship between job satisfaction and organizational commitment can be seen as a topic of enormous interest that can attract more detailed investigation

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