Introduction

Organizational commitment (OC) has drawn a lot of attention from organizational behavior scholars over the past three decades since committed individuals are thought to give an organization a competitive edge (Chughati & Perveen, 2013). For instance, OC can improve human and social capital in professional settings to support the retention and transfer of information, respectively (Liu et al., 2023). Furthermore, empirical research, including meta-analyses, has demonstrated a connection between OC and a variety of positive individual-level outcomes, including turnover, absenteeism, in-role and extra-role performance, and work satisfaction (Mohan & Chauhan, 1997).

According to research by Sopiah and Sangadji (2021), affective commitment actually encourages employees to make major contributions to their organizations (Yang, 2022). It also has a highly positive correlation with job effort and performance while having a negative correlation with employee turnover. Implementing appropriate human development strategies for boosting organizational performance and accountability has been one of the major challenges faced by management. Researchers in human resource management have emphasized sustainable human resources approaches, which include work satisfaction, dedication to the organization, teamwork empowerment, active leadership, and strategic management as a result of the focus on performance (Rahayu, 2021).

One of the key elements that had to be practiced on the job was organizational commitment, and most employees might attract the attention of senior officials by going above and beyond to maximize their advantage in terms of respect and rapport. Some businesses were regarded as the hardest to work for because of their poor pay and long hours, which caused employees to become worn out and depressed while at work. These businesses tended to be in the private sector (Muhammad et al., 2021).

An obligation, commitment, or pledge to someone or something in the future can be referred to as a commitment in the broadest definition of the word. One can be dedicated to a buddy, romantic interest, team, institution of higher learning, or, as the current study concentrated on, one's employment. It goes without saying that when one is dedicated to someone, somewhere, or something, certain sentiments and behaviors will follow. Over the past several decades, there has been a lot of interest in defining commitment, understanding what causes a sense of commitment, and predicting what those committed sentiments can mean (Parmar et al., 2022).

The psychological features of commitment and the behavioral repercussions affecting their relationships or enterprises interests’ researchers, people, schools, managers, and employers. Researchers interested in the psychological aspect of commitment, as well as employers, might benefit greatly from an understanding of the causes and effects of devotion in the workplace (Sopiah & Sangadji, 2021). Numerous research studies have examined the links between organizational commitment and various workplace attitudes and behaviors, and as a result, organizational commitment occupies a significant position in the study of organizational behavior (Rossiandy & Indradewa, 2023). In recent years, research on organizational commitment has been conducted internationally as well as in the public, corporate, and nonprofit sectors (Hung & Huy, 2023). Early studies viewed organizational commitment as primarily a result of individual behavior and people's willingness to invest their time and energy in the organization through their actions and decisions(Siahaan et al., 2023).

Organizational commitment is multidimensional in nature and includes an employee's loyalty to the organization, willingness to put forth effort on its behalf, degree of goal and value congruency with the organization, and desire to remain a member (Rossiandy & Indradewa, 2023). Three key elements of organizational commitment are outlined as having a strong belief in and acceptance of the organization's goals, a readiness to put up a significant amount of effort on its behalf, and a clear desire to continue membership in the organization. The entire strength of a worker's identification and involvement with an organization was described as organizational commitment. Therefore, ensuring that employees are content with the company where they work can be regarded as being just as important as offering products and services. (Porter et al., 1979).

Organizational commitment has received more attention recently and has been linked to a few outcome variables. It was described as the extent to which a person identifies with and engages in a specific organizational structure, as evidenced by their acceptance of and commitment to the organization's goals and values, their readiness to work hard on its behalf, and their desire to continue being a member of the organization as a whole (Sopiah & Sangadji, 2021).

The focus and duration of job-specific attitudes of job satisfaction differ from those of organizational commitment, which is the attachment and loyalty to the employing organization. In terms of focus and time range, organizational commitment, which stands for attachment and loyalty to the employing organization, differed conceptually from job-specific attitudes toward job satisfaction (Porter et al., 1979). They believed that the emphasis on aligning individual and corporate goals, as well as on the organization rather than the specific function, were the primary causes of this shift in attention.

Members of an organization that is committed make beneficial contributions, which is not the case with less committed members. Organizations with more committed employees exhibit better performance and productivity as well as reduced rates of tardiness and absenteeism. This suggests that highly committed employees are more likely to put in more effort and resources on behalf of the company (Ahad et al., 2021). Feelings of affiliation, attachment, and citizenship behavior are additional benefits of organizational commitment that have been shown to increase organizational effectiveness and efficiency. Members who were emotionally and normatively committed were more likely to stay in the organization and support its development than members who were only committed to continuity (Porter et al., 1979).

Burnout was becoming increasingly frequent in Asian countries. Burnout is a well-known phenomenon that can express itself and harm workers in a variety of ways depending on the work environment (Shuja'at, Riaz, & Akhtar 2012). Burnout research in many situations can help us better understand the problem and develop strategies to mitigate its negative effects on workers' commitment to staying with their organization, productivity, and level of satisfaction. Burnout mainly refers to stress during working hours, and this is the most common condition nowadays for employees (Parmar et al., 2022).

Burnout was more common in the private sector due to awkward, possibly unscheduled timings and low appreciation. In addition, job insecurity was a high risk in private firms because of this. Government sectors were known to take less work and more wages, so employees could feel like they had a sense of job security in terms of giving the best possible performance to the firms (Pérez-Luño, Díez Piñol, & Dolan, 2022). Burnout is mainly caused by a psychological condition that was generated by the environment, and this could make someone less focused at work and more likely to consider giving up right away. In addition, their rage and outbursts could damage their interactions with coworkers and, more likely, their bosses(Obschonka et al., 2023). People who experience burnout owing to bad employment postures may exasperate the fundamentalism of the firms and become less concerned with their devotion to the organization as a whole, which could ultimately harm their welfare and, more importantly, the organization's bottom line (Angelini, 2023).

Job burnout is a noticeable symptom of the adverse impacts of stress because it results from a person's extended exposure to stress at work. Beyond the feeling of simple exhaustion, burnout is a specific, multidimensional, persistent stress reaction. Burnout was viewed as the culmination of a series of ineffectual attempts to deal with a wide range of adverse stress situations (Liu et al., 2023).

Luthans and colleagues developed PsyCap by combining positive organizational behavior, positive psychology, and positive organizational scholarship. (Luthans et al., 2007). It assesses individuals' observable, developable, and performance-oriented psychological capacities(Ribeiro et al., 2020). The PsyCap concept is made up of four resources: Resilience, optimism, hope, and self-efficacy, which are all examples of positive traits. That is, self-efficacy is the belief that one can effectively perform a task or achieve a specific goal. Hope is a synonym for "willpower," or the determination to achieve a goal, and "way power," or the ability to retain backup plans in the event that obstacles develop when pursuing objectives (Nguyen & Ngo, 2020). Psychological capital is a valuable human resource that exerts a notable influence on job burnout and organizational commitment(Gan & Cheng, 2021). Because a person who feels a sense of belonging and commitment to the organization is less likely to become weary from their work, organizational commitment can have an impact on job commitment. In collectivist societies, this effect may be even more pronounced. The relationships between either of the three variables are obvious, but no research has been done on the relationships between these three variables. Because teaching is a labor-intensive, responsible, and high-pressure profession, there is a significant rate of job burnout among teachers.

Rationale of the Present Study

Numerous studies have been conducted worldwide on organizational commitment and job burnout. Job commitment and burnout are the main factors influencing employee turnover, capability, and efficiency, so it is imperative to place special emphasis on these two major ideas. In Pakistan, a huge number of studies on these two factors were carried out, which aided in the comprehension of these crucial factors and in lowering the rates of employee burnout and turnover (Muhammad et al., 2021).

Industrial and organizational psychologists, management scientists, and sociologists devote a lot of attention to issues like job burnout and organizational commitment. According to studies, organizational commitment and job fatigue are causally related. There is still debate over the nature of the causal link between job burnout and organizational commitment. The prevailing theory about this link holds that organizational commitment precedes job burnout. The connection between job burnout and organizational commitment is studied in the domains of industrial and organizational psychology, health psychology, and educational psychology. (Khan et al., 2010).

When expectations at work surpass an individual's capacity for coping, this is when work-related stress occurs. Burnout is a specific, multifaceted, chronic stress reaction that goes beyond feeling simply worn out. According to Liu et al. (2023), burnout was thought to be the result of a series of futile attempts to deal with various forms of stressful situations. It is believed that there is a close relationship between these two factors. In other words, even if an employee feels good about the company and is very committed to its goals, it is still possible for him to become burned out on the job, which will further lead to decreased productivity, decreased motivation, and the emergence of dysfunctional attitudes and behaviors at work. Psychological studies back up this idea (Parmar et al., 2022).

Numerous studies have demonstrated that employees who have a higher level of organizational devotion are more expected to experience job burnout. These employees are also less productive, have higher rates of turnover, and experience high levels of job-related stress. As a result of adopting a passive attitude to deal with this stress, their personal accomplishments also suffer. Numerous other researchers deduced from their findings that there is a strong correlation between organizational commitment and job burnout (Obschonka et al., 2023).

In the context of Pakistan, only a few research studies have been conducted exploring the positive link among the study variables. Chughati and Perveen (2013) reported that results demonstrate that, in comparison to teachers at private schools, government school teachers are typically more adaptable and content with their job hours and working conditions. Similarly, many researchers have individually explored the study variable among employees such as (Khan et al., 2022) explored the mediating role of perceived fairness between organizational commitment, organizational trust, and work engagement of female faculty (Khan et al., 2010) explored the impacts of organizational commitment on employee job performance.

The results of the current study will add to our understanding of organizational commitment, psychological capital, work burnout, and their interrelationships among government and non-government sector teachers. Results will offer empirical support for the link between organizational commitment, psychological capital, and job burnout, as well as the influence of other demographic factors on these relationships.