Impact of Television Advertisements on Children’s Mental and Physical Development in Bangladesh

Nowadays television advertisement is becoming a day to day activity of passing the time of the people and it is largely used to influence viewers' purchase decisions. But there are a lot of negative and positive impacts of TV ads on children. This study aims to know both impacts of ads on the children of Bagerhat Sadar Upazila in Bangladesh by collecting the data from children and their parents. This research was quantitative and exploratory in nature. The survey method was used for conducting the study. From the total number of the residents of Bagerhat Sadar Upazila, 125 families were collected by following proportionate systematic random sampling. The study shows that most of the respondents watch television on holiday and spend two to four hours to watch the television. The study presents that the maximum number of respondents is attracted to toys advertisements on television. The study also reveals that the majority of the respondent’s behavior changes after watching the advertisements. The study also discloses that highest number of respondents wishes to buy the products after watching the advertisements and they inform them of their parents. The study also shows that most of the respondents want to act what they watch on television.

INTRODUCTION
Maximum influence of mass media is driven from advertising and programming. Basically, ads are shown for displaying commercial products and maximize the number of customers (https://press.rebus.communit). Oxford Dictionary defines advertisement as, "A notice, picture or film telling people about a product, job or service." On the other hand, "Advertising is a marketing communication that employs an openly sponsored, non-personal message to promote or sell a product, service or idea" (William J. Santon, 1984). TV advertisements are always shown to display the products by drawing the attention of the viewers. But these ads have a lot of impact on children. These ads on TV increase their brand awareness and they often ask for products that they watch on TV. Sometimes, ads change their behavior and make them stubborn. Young children have the ability to differentiate between a TV ads and an entertainment program. But they do not have the ability to understand the intent of advertising probably till 7 to 12 years old. In this study, we have categorized the samples who were 7 to 12 years old children and their parents. As the children do not have the ability to understand the content of ads, they are used to nag for buying the products shown in ads. As a result, it creates problem for the parents. Besides, the children are habituated with watching TV ads that they cannot do daily activities like eating, reading, sleeping without watching them. Besides, the behavior and psyche of the children change after being used to watching the ads. Moreover, there are some cases where TV ads are beneficial. These can help them in building good habits and civic sense.

Statement of the Problem
Nowadays children spend a large portion of their time by watching TV and different TV channels show ads in between their programs. These ads motivate the children to buy their products by displaying attractive things. The children's psychology and demand change after watching and scrutinizing the ads. They trouble their parents by demanding these products and parents do not always agree. This creates a problem among parents and children. Besides, by watching ads children spend their leisure and do not pay attention to their academic activities. In fact, sometimes they are more interested to watch ads rather than other interesting learning programs. So, in this research I have wanted to point out these issues by collecting and examining the children's and parents' view in TV ads through dependent and independent variables.

Objectives of the Study
To explore the variability in the impact of TV ads among the children from 7 to 12 years in Bagerhat Sadar and to identify the factors of such variables. Specific Objectives are: 1. To find out which factors have more impact on children behavior 2. To explore how these ads change the behavior, attitude and lifestyle of the children

LITERATURE REVIEW
The literature reviews of the factors in which we study about the previous research made on that factor that how these factor changes the children behavior in definite way and what the consequences about the factors. Mr. Abdul Hameed (2014), asserted a study on "Impact of TV Advertisement on Children Buying Behavior" In their research they investigate the impact of television advertisements on children buying behavior. They visited different schools in Punjab, Pakistan and checked the response of children. A 5point liker scale questionnaire was designed. Different cities of Punjab were selected on random sampling basis. A total 250 questionnaires were circulated, and the response rate was 100%. Gulraiz Ghaffar, Usma Noreen (2016), employed a study on "Impact of Television Advertisement on Children's Behavior" In this research paper we examine how TV advertisements are associated with children's behavior in today's children from District Gujrat, Pakistan. They investigate the impact of different types of TV advertisements that was Food Advertisement, Violent advertisement, Music advertisement, Exposure in Advertisement and Repetition of Advertisement on children's buying behavior. This research goals to answer the questions that whether the residential background of children i.e. rural, urban and semi urban has a changeable impact on the behavior due to the television advertisements. They also compare the impact of television advertisements among having different educational background and among those having different income level households. For this purpose, they visited different areas in Gujrat, Pakistan and checked the response of children's parent. Sunita Kumar (2013), carried out a study on "The Impact of Television Advertisements on Children in the Process of family purchase decision" This study has been done to study the impact (knowledge of brands and products and food habits) of television advertisement on children and to what extent television advertisement impacts children in influencing family purchase decisions. To achieve the objective survey using 5point Likert type scale is used. The reliability test using SPSS is performed.
The table matrices and one-way ANOVA are used as a statistical tool. It is found that TV advertisements improve brand consciousness, knowledge about various products in any category. Because of this, children influence the family purchase decision and parent often value their opinion. Galdolage B.S., Wijesundara C.B. (2016), discovered on "Impact of TV Advertising on Children's Behavior" The study was conducted by using both primary and secondary data. The primary datawere collected through the survey conducted in three (3) selected areas (Colombo,Gampaha and Kalutara) of the Western province and, prescheduled questionnaires were distributed among a sample of 200 parents and children, which is enough for generalization of results. In selecting them, nonrandom convenience sampling tool was employed in accordance with the judgment of the researchers. Secondary data were collected by relevant journals, reports, articles, published data of relevant authorities and the Internet. Descriptive statistical techniques were utilized to analyze the data with the help of the SPSS package. The major statistical techniques which were used in this study are the percentage analysis, correlation and regression analysis. Siana Petrova (2016), researched on "Investigating the effects of television advertising on children aged 8-11 in transitional Bulgaria" Empirical evidence whether these assumptions would also be valid for an 'Eastern', economically developing setting, is however missing. To challenge this, the present study employs a survey research among 273 Bulgarian children (aged 8-11 years). An investigation whether the amount of television advertising they get exposed to makes them more materialistic and consumer oriented, and less happy, is conducted. Furthermore, a closer look in the advertising literacy capabilities of children is taken as a response to an expected difference in the levels of advertising literacy among the survey participants. More specifically, since part of the sample consists of children who attend a private acting school and are actively involved in the advertising industry, they are expected to be more advertising literate than the other study participants, who are enrolled in general state schools. Moreover, this difference in school background and the associated variance in advertising literacy abilities are thought to determine the magnitude of the television advertising effects on children, in a way that those with state school background would be affected stronger. A combination of regression and independent t-test analyses confirm the expected associations between exposure to television advertising and materialism and consumer involvement, as well as confirm the assumption that the children-actors would appear better advertising literate.

Theoretical Framework
Cultivation theory or Cultivation hypothesis or Cultivation analysis was developed by Professor George Gerbner. Gerbner developed this theory on the basis of his mid-60's research project on 'cultural indicators'. The research was conducted to find out how watching television affects viewers' perception. In 1976, Gerbner along with Gross expanded the theory and included media effects while focusing on television. They published their research in Journal of Communication under the title 'living with television: the violence profile' (Gerbner and Gross, 1976). The theory tried to understand how media affects people's perception. According to the research, media cultivates and shapes viewers perception of social reality. The focus of cultivation theory is the spontaneous influence on the viewers. Viewers are said to be cultivating behaviors by watching virtual and fictional things from television.

Concepts of cultivation theory
The more someone watches television, the more he/she is influenced by media. These kinds of people are most vulnerable to media messages and agendas. They believe whatever media claims to be true and accurate. Media does not let there be much difference between real and virtual. And, even fictions are taken to be real. People who watch television for less than 4 hours a day are light viewers. And, people who watch television for 4 or more hours a day are heavy viewers. According to this theory, television has long-term effects. So it is regarded to be the most used tool in this theory. It creates patterns and models on the fake realities of the world. Media is likely to expose people to violence and negativity. As a result, people become afraid to face the world. They start developing a mental condition called Mean World Syndrome and perceive the world to be mean to them (Evra, Judith van 1990).

Relationship between cultivation theory and this study
There is a close relationship between cultivation theory and impact of television ads on children. Those are 1. By showing specific topics again and again media influence the audience. Children begins to believe what its see, television ads show some vague contents regularly so it creates an impact on children.
2. Cultivation theory tells that the theory follow a long term process, in the same manner television ads effect on children follow a long term process.
3. Different ads about child products show the contents of heroic nature, intelligence, analytical ability of children again and again. By this process children affects and believes the advertisements. Cultivation is also the same thing. 4. According to cultivation theory, audience is considered as children because it cultivates the certain issue among audience. From above discussion it is cleared that there is a strong relationship between cultivation theory and ads effect on children.

Methods of the study
This research was quantitative and exploratory in nature because we tried to find out the impact of TV ads on children from the residents of 10 unions Bagerhat Sadar Upazila. The study was carried out following survey method because it is widely used in quantitative research and helps to gather more accurate information from a large population within short period of time. Regarding in the view the nature and requirement of the present study, survey method was adopted to explore and examine the impact of TV ads on children.

Population of the study
There were about 4500 families in Bagerhat Sadar Upazila. Regarding in the view the requirement of the present study, the population was taken from 10 unions of Bagerhat Sadar Upazila. The population of the study involved the opinions of both the parents and the children.

Sampling
From the total number of the residents of Bagerhat Sadar Upazila, 125 families were collected by following proportionate systematic random sampling. This sample size was calculated considering 95 percent confidence level with a confidence interval of 20. However, the participants were picked proportionately from each union with a unique sample size calculation.

Data collection tools
Questionnaire was used for collecting data. For this purpose, a semi-structured questionnaire was developed and finalized for data collection.

Questionnaire
A semi-structured questionnaire containing both open-ended and close ended questions relating to the impact of TV ads on children was used for data collection. Because, it was helpful to collect information from a large sample size and respondent had much time to provide their opinion without any hesitation.

Study Period
This study was carried out following survey method covering a representative sample from the list. The information from the samples was collected by a structured questionnaire developed after reviewing relevant literatures and the data were collected from the respondents of Bagerhat Sadar Upazila in a month period, started from February 2019 to October 2019.

Data Processing
After ending of the field work, the Questionnaire was checked and edited to minimize the incompleteness of the data extracted from the participants. Then, the data were classified into dependent and independent variables.

Information about Parents
This included name, age, sex, permanent residence, academic background, monthly income etc.

Information about children
Description of the children's name, age, academic status, etc. were included here.

Dependent Variable
Dependent variable was the impact of TV ads on the participants.

Data Analysis and Interpretation
Data were entered into SPSS® for statistical analysis. This study was quantitative in nature. Through descriptive statistics, the personal descriptions as well as their family description were described. To measure the association between dependent and independent variables, Pearson's Chi-square (χ2) as well as Pearson's 'r' is used. Fisher's Exact Test was executed to justify the relations.

Ethical Consideration
Prior to start actual fieldwork, the researcher disclosed the nature and purpose of this research work and took verbal consent from the participants, willing to take part in this work voluntarily. The participants were free to accept or reject to take part in the study and go back from the study at any moment of the survey.

Gender
In this study the total numbers of the population are 2500 and sample size is only 125. Among of them (43.2%) respondents are male whereas (56.8%) respondents are female. Therefore, the number of female respondents is more than the numbers of male respondents. Figure-2 shows that most of the respondents 93 (74.4%) watch television as medium while second largest of the respondents 24 (19.2%) watch the television as maximum and lower respondents 8 (6.4%) watch the television as minimum.                      Table-4 shows highest of the 63 (50.4%) respondent's child change behavior while second largest of the 30 (24.0%) respondent's child try to give example to ads. 25 (20.0%) respondent's child changes language and lower part of the respondents 5.6% trust ads than their parents.    Figure-10 shows almost three fourth of respondents 86 (68.8%) replay that anyone does not complain against them while lower part of the respondents 39 (31.2%) replay that someone complains against them regarding that. Figure-11 presents more than half of the respondents 51% replay that problem arises regarding education while lower part of the respondents 49% replay that problem does not arise regarding education. Figure-12 reveals majority of the 107 (85.6%) respondents say that the obligation do not come from school regarding his or her behavior while 18 (14.4%) respondents say the obligation come from school regarding his or her behavior.  Figure-13 shows 93 (74.4%) respondents replay that their children give priority to buying product to watch the ads while 32 (25.6%) respondents replay that their children do not give priority to buying product to watch the ads.

DISCUSSION
In this study more than half of the respondents were from female respondents whereas more than two fifth of the respondents were from male respondents. The study shows that most of the respondents (82%) watched television in holiday, one fourth of the respondents spend two to four hours to watch the television. This study presents that almost three fifth of the respondents were attracted to toys and food advertisements in television. Gulraiz Ghaffar, Usma Noreen (2016) found the similar result that often three fifth of the respondents were attracted to toys and food advertisements. Galdolage B.S., Wijesundara C.B. (2016) found that maximum number of the respondents changed their behavior after watching the advertisements. This study shows the similar relation that highest number of the respondents were influenced by advertisements and they changed their behavior. This study shows that almost three fourth of the respondents want to buy the products what they watched in advertisements at television. Sunita Kumar (2013), often showed the similar relation. The study reveals that three fourth of the respondents watched television medium, more than half of the respondents were attracted towards model shown in advertisement, one third of the respondents practiced what they see displayed in advertisements, more than two third of the respondents replied that did not complain against their children due to watch the advertisement, more than half of respondent replied that watching ads created problems for their children in education.
The study also finds that three fourth of the respondents gave priority to buy products on the basis of advertisements, more than half of the respondents wanted to act what they watch in television, maximum number of the responds (91.2%) chided their children due to watch the advertisements, more than two fifth (43.2%) of the respondents felt angry if their parents chided them.

RECOMMENDATIONS
1. In television, ads should be included considering the children and should be organized in such a way that those can work as learning equipment.
2. No vulgar scene should not include in television ads because they can change the psyche of the children.
3. Moreover, the harmful foods or products should not be shown in an attractive way because after watching those ads, children's mental behavior changes and they argue with parents for getting those products. 4. The parents should not always leave their children to pass their time by watching television ads and they should be aware of this matter. 5. The parents should encourage their children to watch informative ads.

CONCLUSION
Day by day TV advertisement is regularly and consistently changing and coming up with brand new ideas, improvements and innovations to show its products on TV for the viewers' especially for children to get influenced. In this study, we explored that TV advertisements have a lot of impact on children's behavior. TV advertisements mostly target children as we all know that children have some weak insights about the goods and products which are best for them and which are not best for them. This can help those parents who really need to know why change their children's behavior after viewing TV ads. And also this study will be beneficial for the society as well as the researcher of this field.


Supervisors’ power to deal with employees’ inner resignation: How perceived power of the organization and the supervisor relate to employees’ voluntary and enforced work behavior

Power is fundamental in organizations and is exerted on employees by the organization itself as well as by supervisors. In this study, I applied the slippery slope framework (SSF) and interpersonal power interaction (IPI) model to shed light on how power dynamics relate to employees’ inner resignation and contextual performance. Survey data was obtained from 1102 employees of Austrian and German organizations. In line with expectations, the results of path modeling revealed that perceived coercive power of the organization and supervisors positively relates to employees’ inner resignation. Perceived legitimate power of the organization and supervisors is positively associated with contextual performance and negatively associated with inner resignation. Finally, supervisor reward power further strengthens the beneficial relationship between legitimate organizational power and inner resignation. The results are discussed in light of self-determination theory and the effort-reward imbalance model.

Introduction
The importance of power in organizations has been compared to that of oxygen for breathing (Clegg, Courpasson, & Phillips, 2006). Given that power is such an essential part of organizations' functioning, it is important to investigate how different forms of power exerted by supervisors as well as the organization as a whole (enacted via organizational rules and routines) shape employee work behavior. Since work contexts are becoming more and more uncertain and clear models of optimal behavior do not always exist, organizations must rely on a reflexive and innovative workforce (Batisti c; Cerne, Ka se, & Zupic, 2016; Schippers, West, & Dawson, 2015). Thus, employee work behavior has often been studied in a way that goes beyond formal job descriptions, which is defined as contextual performance (Demerouti et al., 2014;Frese and Fay, 2001). However, employees' psychological withdrawal from the organization and 'work-to-rule' (i.e., inner resignation) is rather risky for organizations. Although public polls show a high prevalence of inner resignation among employees (Nink, 2014;Williams, 2016), inner resignation remains a relatively unexplored phenomenon in organization behavior literature. It encompasses employees' experienced frustration and perceived breach of the psychological contract (Wenck, 2013). Since legal obligations might restrict firing such employees, and critically, because such behavior involves much more than a psychological 'defect' (Fleming & Spicer, 2003), employees' inner resignation is something employers must deal with. Therefore, it is important to investigate how power in organizations shapes employees' contextual performance and inner resignation.
While prior research on power within organizations has mostly taken the perspective of power holders (for a review, see Anderson & Brion, 2014), I take the perspective of the power targets (i.e., individual employees) and analyze the relationship between perceived power and employee work behavior. Perceived power in organizations has mostly been studied with regard to interpersonal power exerted by managers as defined in the IPI model (e.g., Hinkin & Schriesheim, 1989;Lunenburg, 2012;Pierro, Raven, Amato, & B elanger, 2013;Raven, 2008;Schwarzwald, Koslowsky, & Agassi, 2001). Applying the slippery slope framework (SSF) which originated in the tax context, I argue that the bases of power addressed in the IPI model do not necessarily require interpersonal relations and should also enable the examination of power on the organizational level (Hartl, Hofmann, Gangl, Hartner-Tiefenthaler, & Kirchler, 2015;Hofmann, Hartl, Gangl, Hartner-Tiefenthaler, & Kirchler, 2017;Kirchler, Hoelzl, & Wahl, 2009;Wahl, Kastlunger, & Kirchler, 2010). The SSF postulates that coercive power results in enforced compliance whereas legitimate power leads to voluntary cooperation (Kirchler, Hoelzl & Wahl, 2008, 2009. Going beyond previous studies, I consider perceived power exercised by the organization itself in addition to power exercised by the supervisor. Furthermore, I investigate crowding effects on motivation when taking reward power into account (Frey & Jegen, 2001).
Using a sample of 1102 employees of Austrian and German organizations, the purpose of this paper is to investigate how organizational and supervisor coercive and legitimate power relate to contextual performance and inner resignation. In this paper, I particularly highlight the role of inner resignation and investigate how reward supervisor power can crowd-in motivation, strengthening the beneficial effect of legitimate organizational power. Thus, when organizations are perceived as legitimately powerful, the instrumental perspective provided by reward power plays a key role in mitigating employees' psychological withdrawal in the form of inner resignation. Finally, the results also have practical relevance, as they suggest the possibility to overcome employees' inner resignation. In particular, supervisor reward power seems to strengthen the beneficial effect of the organization's perceived legitimate power, making it particularly useful. Thus, supervisors need to adjust their power tactics depending on the organizational power context.

Perceived organizational power
Studying power in today's organizations is highly relevant due to the changing nature of power in organizations, involving a shift from bureaucratic to post-bureaucratic principles (Maravelias, 2007), and the expanding spectrum of possibilities to technologically monitor work behavior (e.g., Day, Paquet, Scott, & Hambley, 2012). There is already a vast literature on power in organizations (for a review, see Fleming & Spicer, 2014). Traditionally, power was defined as the potential to influence another party through control of resources (Deutsch & Gerard, 1955;French & Raven, 1959); however, it is now common to take a broader view by studying more implicit forms of power (e.g., Foucault, 1975Foucault, /2012K€ arreman & Alvesson, 2004).
Employees' perceptions of power in organizations (e.g., Anderson & Berdahl, 2002;Fleming & Spicer, 2014;Foucault, 1975) are shaped by formal and informal control practices (Chenhall, 2003;Ouchi, 1979Ouchi, , 1980 or coercive and legitimate power tactics (Kirchler et al., 2009) that build upon one another K€ arreman & Alvesson (2004). Generally, managerial control practices are fundamental in organizations and inherently interweave the material, the social and the symbolic (Orlikowski & Scott, 2008): they coordinate employees' efforts, enable agreement between managers at different hierarchy levels, serve as a source of motivation by setting up an incentive system, and function as signals to trigger necessary interventions by management (Goold & Quinn, 1990). Distinguishing power from control, I conclude that power can be defined as the potential to control and need not be seen as a 'conditio sine qua non'in other words, having power is not necessarily tied to the execution of control. Thus, influence takes place regardless of whether power is actively exercised or not (Brass & Burkhardt, 1993).
Although power seems essential in organizations, a balance is paramount, as too much power might create a distrustful atmosphere (Mooijman, van Dijk, van Dijk, & Ellemers, 2019). Furthermore, there is a risk that the organization's intentions will be misinterpreted or considered as 'hollow promises ' Casey (1999); Gabriel (1999). Therefore, in order to understand the effect of power on work behavior, it is important to incorporate employees' perceptions of organizational power.
The SSF Kirchler et al., 2009Kirchler et al., , 2008Kirchler, Kogler, & Muehlbacher, 2014) describes how power perceptions shape individuals' behaviors. It was originally postulated in the context of tax compliance and describes two different routes for establishing individuals' compliance with rules: enforced and voluntary behavior.
Enforced behavior is achieved via coercive power, because individuals are forced to act in a certain way by strict control. Coercive power is the most obvious and overt form of power and relies on formal controls based on standard operating procedures, accounting and information systems (Ho, Wu, & Wu, 2014;Langfield-Smith, 1997). Within this perspective, the target's own desires and beliefs are irrelevant, as compliance is enforced by the power holder either by threatening punishments (i.e., coercive power) for mistakes, failures, or deviations from performance goals.
Voluntary behavior, on the other hand, is triggered by legitimate power. Legitimate power is rooted in the power target's acceptance of someone's or something's influence over himself/herself, which arises from agreed-upon rules (Raven, 1992(Raven, , 1993, implicit social norms (Berkowitz & Daniels, 1963), reciprocity (Gouldner, 1960), identification with an individual or group, and the internalization of organizational goals (Kelman, 1958).
The distinction between voluntary and enforced behavior is relatively rare because most commonly the distinction between contextual and task performance is made in management and organization behavior literature (Jawahar, Meurs, Ferris, & Hochwarter, 2008;Law, Wong, & Song, 2004;Lindebaum, 2013;Motowidlo & van Scotter, 1994). In this paper, I relate the enforced/ voluntary behavior dichotomy to inner resignation and contextual performance in the work context.
Inner resignation describes a situation in which employees feel trapped in their job and do not see adequate options outside of their current place of employment (Wenck, 2013). Employees are cynically detached (Gabriel, 1999) and subjectively distant from the organization (Fleming & Spicer, 2003). Inner resignation is described as the denial to exhibit additional work involvement beyond what is (contractually) mandated in order to re-establish lost equity (Schmitz, Gayler, & Jehle, 2002). Employees experiencing inner resignation have the feeling that the organization has not fulfilled its obligations, and the exchange between the employee and the organization is perceived as unfair. However, no other choice but to comply with organizational rules and policies is seen. Psychological withdrawal serves as a protection against helplessness due to the low level of perceived autonomy Wenck, (2013). Employees adjust their performance accordingly (Shore & Tetrick, 1994). Thus, employees react with inner resignation to the potentially long and complex process of job dissatisfaction (Brinkmann & Stapf, 2005). From the outside, the performance of a person experiencing inner resignation might be similar to that of someone with appropriate task performance, at least in the short term. However, the underlying psychological processes are different, which may lead to different long-term effects. Because employees perceive that their psychological contract (Rousseau, 1995) has been violated by the employer, they exhibit lower engagement and loyalty towards the organization. Often, employees decide to stay with the organization because they see no perspectives outside it or they have to sacrifice too much (Lee, Burch, & Mitchell, 2014). However, employees experiencing inner resignation do not feel committed and do not engage with their work beyond their job description and formal obligations (Wenck, 2013).
Contextual or extra-role performance is defined as discretionary behaviors by employees that promote the organization's effectiveness (MacKenzie, Podsakoff, & Fetter, 1991). Thus, contextual actions go beyond formal job descriptions (Demerouti et al., 2014), as employees strive to complete their tasks to the best of their abilities with vigor and zeal (Tyler & Blader, 2000). Although task and contextual performance are seen as two different constructs, the line between them is not very clear (Organ, 1997;Tepper, Lockhart, & Hoobler, 2001), and empirical research shows a considerable overlap (Lindebaum, 2013;Vey & Campbell, 2004). There is widespread agreement that taking an active role in the organization and helping co-workers is a major component of contextual performance.
Applying the SSF to the organizational context (Kirchler et al., 2009), I assume that when organizations rely too heavily on monitoring and sanctioning, employees feel forced to comply with organizational rules and policies. The salience of employees' instrumental dependence might discourage engagement, reduces psychological attachment to the organization (Gabriel, 1999), and fosters alienation from the organization (Chiaburu, Thundiyil, & Wang, 2014). Thus, drawing on the SSF (Kirchler, Hoelzl, & Wahl, 2008), I hypothesize: Hypothesis 1. Perceived coercive organizational power positively relates to inner resignation.
However, following the SSF, when legitimate power perceptions are high and the rules and policies are considered legitimate, individuals cooperate voluntarily because they consider it their civic duty and are convinced it is the right thing to do. Thus, legitimate organizational power should stimulate employees' voluntary cooperation and engagement in extra-role activities, and thus their contextual performance.
Hypothesis 2. Perceived legitimate organizational power positively relates to contextual performance.
Experimental studies testing the SSF by manipulating coercive and legitimate power have repeatedly found that legitimate power reduces an antagonistic climate towards the (tax) authority (Hofmann et al., 2017). In an antagonistic climate, the authority strongly sanctions misbehavior and individuals hide from this authority (Kirchler et al., 2008). When the organization is perceived as legitimate, identifying with the organization is more likely and thus, being subjectively distant is less likely. Therefore, I assume a similarly beneficial effect of legitimate power in the organizational context, and hypothesize: Hypothesis 3. Perceived legitimate organizational power negatively relates to inner resignation.

Perceived supervisor power
Supervisor power was described in the interpersonal power interaction model (IPI; Raven, Schwarzwald, & Koslowsky, 1998), based on French and Raven's (1959) well-received work about the bases of social power (Shafritz, Ott, & Jang, 2011). It describes supervisor power as perceived by subordinates (French & Raven, 1959;Raven 1992Raven , 2008Raven , 1993Raven et al., 1998), distinguishing among several forms of power that can be subsumed under the broader categories harsh and soft power tactics Elias (2007Elias ( , 2008, which is defined as coercive and legitimate power in the SSF Gangl et al. (2015); Hofmann et al. (2017).
Harsh power is the most obvious form of power. Within this perspective, the target's own will and beliefs are irrelevant as compliance is enforced by its holder (e.g., supervisor) via threats of punishments (i.e., coercive power) for mistakes, failures, or deviations from performance goals or via positive incentives (i.e., reward power). Although power is granted to the power holder by the nature of his or her status within an organization (Schwarzwald, Koslowsky, & Ochana-Levin, 2004), some form of performance monitoring is necessary to determine the appropriate level of sanctions and rewards (Raven, 2008). Coercive power can increase productivity, but extensive monitoring and micromanagement impair the supervisor's relationship with the employee (Grover, Hasel, Manville, & Serrano-Archimi, 2014), impose stress (Bhave, 2013) and reduce employees' autonomy, which stimulates psychological withdrawal (Wenck, 2013) and thus positively relates to inner resignation Richter (1999). Therefore, I hypothesize: Hypothesis 4. Perceived coercive supervisor power positively relates to inner resignation.
Legitimate power Hofmann et al., 2017) on the other hand influences employees through supervisor's persuasion and authority (Turner, 2005). It is exercised not through forced compliance, but rather through voluntary cooperation based on volition and belief. Employees accept the supervisor's authority because of his/her expertise, charisma or legitimacy and act accordingly. Cooperation occurs even in the absence of monitoring. Legitimate power can be considered risky for supervisors due to the lack of monitoring. Nonetheless, it is also considered more efficient (Elangovan & Xie, 1999;Tyler, 2006a;2006b), as it encourages employees' identification with the job and does not require monitoring as cooperation is voluntarily.
Legitimate power might encourage employees' intrinsic motivation (Pierro, Cicero, & Raven, 2008), as it allows tasks to be carried out more autonomously, which is one of the basic human needs defined in self-determination theory (Ryan & Deci, 2017). When employees are intrinsically motivated, they are highly likely to also exhibit contextual performance (Wang, Lu, & Sun, 2018). Thus, employees who experience a high level of intrinsic motivation will not only fulfill their primary work tasks voluntarily, but will most likely also help out others in the organization. This leads to the following hypothesis: Hypothesis 5. Perceived legitimate supervisor power positively relates to contextual performance.
In line with Hypothesis 3 and based on the SSF, I also assume beneficial relationships between legitimate supervisor power and inner resignation. Since inner resignation is defined as resulting from a prior breach of the psychological contract, I assume that employees are less likely to experience inner resignation when supervisors' legitimate power is perceived as high and employees perceive cooperation as their civic duty.
Hypothesis 6. Perceived legitimate supervisor power negatively relates to inner resignation.

Supervisor power to strengthen legitimate organizational power
Supervisors are known to buffer the negative effects of job demands (Montani & Dagenais-Desmarais, 2018). Thus, their power might attenuate or strengthen the direct effects of organizational power on employee work behavior. Building on the assumption that perceived legitimate organizational power stimulates contextual performance and reduces inner resignation, I investigate whether reward supervisor power may undermine or strengthen these relationships based on motivation crowding theory (Frey & Jegen, 2001).
Reward power (Goltz, 2003) is rooted in an instrumental view of power Tyler, Schulhofer, & Huq (2010) and encompasses 'control over resources' (Mintzberg, 1983), with power holders achieving compliance through positive incentives such as pay raise, bonuses or promotions. There is extensive empirical support that the provision of extrinsic rewards crowds out intrinsic motivation (Deci, Ryan, & Koestner, 1999;Frey & Jegen, 2001;Frey & Oberholzer-Gee, 1997;Mikkelsen, Jacobsen, & Andersen, 2017). Based on cognitive evaluation theory (Deci, Koestner, & Ryan, 1999;Ryan, 1982), the underlying rationale is that extrinsic rewards have the potential to thwart satisfaction of the basic human need for autonomy, which consequently reduces employees' intrinsic motivation (Deci et al., 1999;Ryan, 1982;Ryan & Deci, 2000a). Based on this consideration, I test whether supervisor power to provide tangible rewards suffices for the emergence of crowding-out effects: Hypothesis 7. Perceived reward supervisor power weakens the positive relationship between legitimate power and contextual performance.
However, when supervisors act in an appreciative and professional manner, employees' autonomy might not be damaged by reward power (Frey & Jegen, 2002). External interventions such as rewards might even crowd-in motivation if employees perceive them as supportive (Frey & Jegen, 2001). Following selfdetermination theory, inner resignation can be described as a state of amotivation that is completely non-autonomous and fails to satisfy employees' basic need for autonomy (Ryan & Deci, 2000b). I argue that when legitimate organizational power is high, the provision of rewards might additionally stimulate motivation. In contrast to organizations as a whole, supervisors are able to spontaneously reward employee behavior in case they have the power to do so. Employees' awareness of potential rewards might increase their perceived autonomy, as they can now decide whether to engage in additional work tasks in order to receive them. If they do decide to engage in further tasks, it will then also satisfy their need for competence (Ryan & Deci, 2000b). Therefore, I assume a crowding-in of motivation via reward supervisor power, hypothesizing: Hypothesis 8. Perceived reward supervisor power strengthens the negative relationship between legitimate power and inner resignation.

Participants
A total of 1102 employees of Austrian and German organizations were recruited by a team of five master students to participate in the questionnaire study. Participants had to be employed in an organization. Recruitment was carried out via snowball sampling; in addition, human resources departments in eight organizations distributed the questionnaires among their employees. The majority of participants (55%) were employed full-time. Approximately two-thirds were female (67.5%), and only 17.2% of participants held a leadership position. On average, participants were 39.2 years old (SD ¼ 11.25) and had been working in their organization for 11.5 years (SD ¼ 10.38). Participation in the survey was completely anonymous and voluntary. At the beginning of the questionnaire, participants were introduced to the study and the anonymity and confidentiality of their data were assured. Participants were not required to answer each item in order to continue the questionnaire and could exit the questionnaire at any time without negative consequences.

Measures
All responses were recorded on Likert scales ranging from completely disagree (1) to completely agree (6), complemented by the option 'don't know'.
Pre-testing. To make the questionnaire more attractive for participants, reduce its length, and test the validity, a pre-test with a sample of 123 students was conducted. The pre-test comprised a questionnaire with 169 items. Items on perceived supervisor power from the IPI questionnaire (Raven et al., 1998) were translated into German and then back-translated by a different person in order to assure multilingual validity (Brislin, 1970). Native English speakers checked the semantic equivalency of the two English versions. The organizational power items were adapted from measures based on the SSF and IPI models. Items for the final questionnaire (see Table 1) were selected based on high factor loadings in a confirmatory factor analysis while also preserving the sub-dimensions of the scales.
Coercive organizational power defines compliance resulting from the threat of sanctions (Raven et al., 1998). The coercive power measure was adapted from the tax context (SSF, Hofmann et al., 2017), and asked whether the organization sanctions misbehavior using the following item: "At my company, mistakes are penalized".
Coercive supervisor power was measured with the item "My supervisor could make things unpleasant for me" from the IPI scale (Raven et al., 1998).
I acknowledge that using only one item for each of the two levels of coercive power is a flaw of the measurement that cannot be changed at this point. This was due to the tax context of the SSF, in which coercive power is operationalized as strict monitoring and control. Supervisors' control is different, as it can also be seen as something positive, showing that supervisors care about their employees' work, and it can even enhance trust (Verburg et al., 2018). Empirical studies support this argument; a study reported by Forbes revealed that 65% of employees would appreciate more feedback (Lipman, 2016). Based on this reasoning, and due to the very low correlation between the two items for coercive supervisor power (r ¼ 0.279), I dropped the second item "My supervisor strictly controls my work". I also dropped the item "At my organization, employees' working mode is strictly monitored" to maintain consistency across both levels, even though the correlation was much higher here (r ¼ 0.528). All results reported below remain stable regardless of whether I use one or two items for organizational coercive power.
Legitimate organizational power was measured based on Gangl et al. (2015) and Hofmann et al.'s (2017) adaptation of the IPI model for an authority not characterized by interpersonal relations. I adapted the items for the organizational context and measured five aspects of legitimate power (with one item each): (i) legitimate power by position, in which the influencing party has the right to prescribe behavior; (ii) legitimate power by dependence, in which favors need to be returned; (iii) information power, in which the power holder explains how the job should be done; (iv) expert power, in which knowledge is attributed to the influencing party; and (v) referent power, which encompasses identification with the influencing party. Cronbach alpha of the scale was satisfactory, with alpha ¼ .79.
Legitimate supervisor power was measured with equivalent items to those for organizational legitimate power, capturing each of the five dimensions (i.e., position, dependence, information, expert and referent) with one item each drawn from the IPI scale (Raven et al., 1998). Cronbach's alpha of the scale was excellent, with alpha ¼ .91.
Reward supervisor power refers to compliance resulting from the prospect of receiving incentives in the form of rewards (Raven et al., 1998). It was measured with two items asking whether the respondents' supervisor is able to help them receive special benefits or a promotion. A sample item is: "A good evaluation from my supervisor could lead to an increase in pay." Cronbach's alpha of the two items was .84.
Inner resignation corresponds to enforced behavior in the SSF and was measured with three items from the German Inner Resignation Scale (Schmitz et al., 2002). A sample item is "I used to be more dedicated to my work"; Cronbach alpha was .69.
Contextual performance corresponds to voluntary behavior in the SSF and was measured using three items from Tyler and Blader's (2000) scale for extra-role behavior. A sample item is "I volunteer to do things that are not required but help my company"; Cronbach's alpha was .78.

Analysis
Following Anderson and Gerbing's (1988) recommendations, I first assessed the validity and reliability of the measures using confirmatory factor analysis (CFA), and then tested the hypothesized relationships using path modeling. The analysis was conducted using Mplus (Version 8; Muth en & Muth en, 1998e2017).

Confirmatory factor analysis
The factor structures of all scales were tested with a CFA (see Table 1 for factor loadings). A good model fit was achieved (c 2 (123) ¼ 469.09, p < .001, RMSEA ¼ . 05, SRMR ¼ 0.05, CFI ¼ 0.94). Table 2 shows means, standard deviation, inter-construct correlations, average variance extracted (AVE), and composite reliability (CR). The CRs ranged from 0.67 to 0.88, surpassing the minimum acceptable level of 0.60 (Fornell & Larcker, 1981). However, the AVEs for inner resignation (AVE ¼ 0.41) and legitimate organizational power (AVE ¼ 0.44) were below the 0.50 threshold. According to Fornell and Larcker (1981), AVE may be a more conservative estimate, and CR can be used alone to judge internal consistency (Lam, 2012;Huang, 2013). As shown in Table 2, the square root of the average variance extracted for each construct exceeded the corresponding inter-construct correlations (Fornell & Larcker, 1981). Therefore, discriminant validity was achieved.
Since all measures were rated at the same time by the respondents, the likelihood of common method bias is high. Therefore, we tested for common method bias (Podsakoff & Organ, 1986) using the latent method factor approach. All items were allowed to load on the latent method factor. The AVE by the common method factor was only 0.13 and therefore, we conclude that common method bias was unlikely to be problematic. Furthermore, results building on interactions should be unaffected of common method bias (Siemsen, Roth, & Oliveira, 2010).

Path modeling
I tested the hypotheses using MLR (maximum likelihood estimation robust to non-normality) and modeled four exogenous power variables (coercive and legitimate power; each on the supervisor and organizational level). Inner resignation was regressed on coercive and legitimate power at both levels and contextual performance was regressed on legitimate power at both levels. The proposed model fit was good (c 2 (12) ¼ 44.57, p < .001, RMSEA ¼ . 05, SRMR ¼ 0.04, CFI ¼ 0.94). With regard to control variables, the analysis revealed that both gender (b ¼ 0.18, p < .001) and leadership (b ¼ 0.17, p < .001) affect employees' contextual performance, but not their inner resignation. To keep the model as parsimonious as possible, I excluded the non-significant control variables. Male participants and employees holding a leadership position were more likely to report contextual performance than female participants and employees without a leadership position. Overall, in this model, the predictor variables explained almost 23% of the variance in contextual performance (R 2 ¼ 0.231) and 24% of the variance in inner resignation (R 2 ¼ 0.242).
When testing the interaction effect of reward supervisor power, I found support for H8, but not H7. Reward supervisor power did not weaken the relationship between legitimate organizational power and contextual performance (H7: b ¼ À0.23, p ¼ .117). However, simple slope analysis revealed that the relationship seemed to become weaker in tendency when reward supervisor power was perceived as high. In this model, the predictor variables explained almost 37% of the variance in contextual performance and 23% of the variance in inner resignation (see Fig. 1) Regarding the motivation crowding-in hypothesis, I found that reward supervisor power strengthened the negative relationship between legitimate organizational power and inner resignation (H8: b ¼ À0.44, p < .001). When reward power was also taken into account, legitimate power alone was no longer significant (b ¼ À0.06, p ¼ .362), but reward power had a strong direct influence on inner resignation (b ¼ 0.35, p < .001). This model explained 24% of the variance for contextual performance and 41% for inner resignation (see Fig. 2).

Discussion
The goal of this study was to draw conclusions about how organizations and supervisors can foster employees' contextual performance and limit employees' inner resignation through their power tactics and related interactions. This paper provides suggestions for dealing with the often-neglected phenomenon of employees' inner resignation: strengthening legitimate organizational power by explaining the rationale of policies and cautiously using rewards. It contributes to the literature in several ways.
First, I tested whether the SSF (Kirchler et al., 2008(Kirchler et al., , 2009) from the tax context also applies to the organizational context. The SSF enables me to study power beyond the interpersonal level, as perceived coercive and legitimate power in organizations are usually studied with regard to supervisors only Raven et al. (1998). In line with expectations, I found that perceived coercive power is positively related to inner resignation, while perceived legitimate power is positively related to contextual performance and negatively related to inner resignation. These results confirm the importance of current efforts to make organizations flatter (e.g., Darrell, Sutherland, & Takeuchi, 2016;Laloux, 2014;Robertson,  Note. M ¼ Mean. SD ¼ Standard deviation; Sub-diagonal entries are latent construct inter-correlations. The first entry on the diagonal is the square root of the average variance extracted (AVE), while the second entry (in brackets) is the composite reliability. **p < .01. *p < .05. Fig. 1. Interaction between organizational legitimate power and supervisor reward power on contextual performance.

2015).
Second, supervisor power has been researched with regard to their effect on employees' desired work behaviors (Pierro, Kruglanski, & Raven, 2012;Pierro et al., 2013). This study sheds light on power dynamics with regard to counterproductive work behavior: employees' inner resignation. Although contextual performance and inner resignation negatively correlate with each other, they should not be seen as opposites. Motivation theory typically draws a distinction between extrinsic and intrinsic motivations (Ryan & Deci, 2000b). Inner resignation is neither described by intrinsic nor extrinsic motivation, as it refers to a state of denial and withdrawal and might be best compared to amotivation, which is defined as the absence of intentional regulation Gagn e & Deci (2005). Alternatively, drawing on Fleming and Spicer (2003), one could argue that inner resignation constitutes a more active force of resistance than amotivation; however, no motivational equivalent to this active resistance exists within self-determination theory (Gagn e & Deci, 2005).
Third, although it is commonly acknowledged that a mix of power tactics are at play in organizations Raven et al. (1998), this study represents the first empirical attempt to jointly analyze perceived supervisor and organizational power. Investigating both levels makes it possible to compare their effects on employee work behavior. Inspecting the size of beta weights.I conclude that the effect of legitimate power seems to be larger when exerted by the organization than by the supervisor. This finding emphasizes the importance of considering the organizational context, which has been mostly neglected when studying work behavior despite its relevance as a shaper of meaning (Johns, 2006(Johns, , 2018. Fourth, the use of (tangible) rewards has been criticized in a variety of contexts for undermining intrinsic motivation due to the exertion of control (Deci et al., 1999). Since intrinsic motivation seems to be becoming more and more important in today's business environments, many organizations aim to increase employees' autonomy (e.g., by creating flatter hierarchies or flexibility with regard to the time and place of work). In this study, I investigated the effect of reward supervisor power on the relationship between legitimate organizational power and inner resignation, assuming that intrinsic motivation is very low when employees experience inner resignation. Thus, when analyzing inner resignation, the question is not only whether employees' motivation to work is crowded-out by reward power, but e more importantly e whether their motivation is crowded-in by adding rewards to a context of legitimate power. Studies from economics have demonstrated crowding-in effects in the context of welfare systems Künemund & Rein (1999) and unconditional grants (Caldeira & Rota-Graziosi, 2014), but this assumption has not yet been tested in the work context. My results support the crowding-in effect in the work context as well, as reward supervisor power was found to strengthen the beneficial effect of legitimate organizational power on employees' inner resignation.
I conclude that rewards are not so bad after all e particularly when supervisors apply rewards as a legitimate form of appreciation in ways that do not impair employees' self-determination. I further support my argument for reward power using the effortreward imbalance (ERI) model (Siegrist, 1996;Sigrist, Siegrist, & Weber, 1986). The basic assumption of this model (which has been tested in various organizational contexts) is that "a mismatch between high extrinsic or intrinsic efforts and low reward may lead to adverse health" (Van Vegchel, de Jonge, Bosma, & Schaufeli, 2005, p. 1119. Since inner resignation results from the perception that the psychological contract has been breached, the resulting denial or withdrawal from work and/or the organization might serve as a form of self-protection with regard to employees' physical and/or mental health. Future studies should therefore apply a process perspective and investigate how employees experiencing inner resignation can be 'brought back' to being healthy and engaged employees. I revealed initial evidence that the provision of rewards and therefore the restoration of balance between effort and reward might help with this endeavor, but longitudinal studies are needed to fully understand and test the underlying process.

Limitations
As with all empirical studies, this study also has some limitations. First and foremost, the number of items measuring the latent constructs was too low; most notably, one-item measures were used for coercive power. The goal was to design an attractive questionnaire that could be filled in easily by a high number of employees. This resulted in sacrificing the general 'rule' that each construct should be measured with at least three items. Future research should therefore use expanded measurements in order to capture the underlying constructs with adequate reliability.
Second, since answering each questionnaire item was completely voluntary and made salient by the option 'I don't know', the data contained a considerable number of missing values. Power perceptions are a sensitive topic (particularly when employees feel inner resignation). Since human resources departments also helped to distribute the questionnaires, some employees might have been reluctant to provide their honest opinion and decided to skip the respective items e despite the assurance of anonymity and the very selective use of socio-demographic questions. The original aim was to reduce social desirability bias, which is considered a way to deal with the threat of common method bias Conway & Lance (2010). This gave respondents the chance to opt out of some questions without having to refrain from answering the survey completely, but resulted in a high number of missing values.
Third, all measures obtained are self-reports relying on participants' honesty and ability to comprehend and answer the items correctly. Furthermore, there is a risk of response bias and social desirability bias. Since I was interested in analyzing employees' power perceptions and not actual enactments of power per se, I selected a questionnaire design as the most suitable method. Nonetheless, comparing the questionnaire responses to actual power enactments in organizations would have added further value and might represent an interesting avenue for future research.
Finally, because of the correlative nature of the data, causal interpretations of the results must be treated with caution. Strictly speaking, it is not valid to conclude that reward supervisor power can be used to 'bring employees back to the path of greater engagement' when they are already experiencing inner resignation. The other causal direction also seems plausible: Organizations and supervisors can adjust their power enactments based on their evaluation of employees' work behavior. I conclude that reciprocal effects seem most likely and stress the need for longitudinal studies to answer the question of causality.

Practical implications
Since today's organizations are undergoing constant changes (Schwarzmüller, Brosi, Duman, & Welpe, 2018), organizations have come to strongly rely on employees' contextual performance (Aronson, 2018;Johnson, 2001). In line with expectations, this study shows that coercive and legitimate power by supervisors and even more importantly, by organizations are of critical significance for stimulating employees' contextual performance. Organizations need to provide an environment that enables employees to take responsibility for their actions and understand the rationale behind organizational rules and policies, while refraining from exercising force and coercion via punishments. Although this may require significant effort, organizations and supervisors should always strive to legitimize their actions and explain the rationale behind their decisions. This seems to not only foster employees' contextual performance, but also inhibit inner resignation.
Human resource managers are more and more aware of the potentially detrimental effects of rewards Kohn (2018), given the vast literature showing that the provision of rewards crowds out employees' intrinsic motivation (Gagn e & Deci, 2005). This paper reveals that reward supervisor power could also crowd-in motivation, as it strengthens the inhibiting relationship between organizational legitimate power and employees' inner resignation. But how should organizations deal with these ostensibly contradictory guidelines for engaged and disengaged employees? I argue that the provision of rewards is not bad in principle, but rather that the specific rewards employed need to be chosen wisely in order to support organizational legitimacy. This is always easier on an interpersonal level, where the intention and underlying rationale for the reward can be negotiated between supervisor and employee.
Self-determination theory (Deci & Ryan, 1980;Deci and Ryan, 1996;Ryan & Deci, 2000b) states that rewards are not detrimental for employees' well-being if they are used to support the satisfaction of employees' basic needs for autonomy and competence. When employees are amotivated, the provision of rewards might even foster satisfaction of the need for autonomy, as it enables employees to decide whether they want to direct their behavior towards pre-defined indicators. Furthermore, the exertion of reward supervisor power might also restore the balance between employees' work efforts and rewards (Siegrist, 1996). If employees have psychologically withdrawn from their job, the provision of rewards might even allow supervisors and employees to improve their relationship quality, since giving out rewards creates good will and facilitates communication about successful events.
Finally, I highlight the importance of supervisors for shaping employees' perceptions of organizational power. Supervisors should take an active role in explaining the rationale of organizational policies, as they are considered representatives of the organization (Eisenberger et al., 2010). Since organizations are becoming flatter and employees are working more autonomously, perhaps even working more from home (e.g., due to the COVID-19 crisis), supervisors are of paramount importance for helping employees understand the organization's principles. This fosters employees' perceptions of legitimate supervisor and organizational power.

Conclusion
This study analyzes how perceived power relates to employees' contextual performance and inner resignation. When coercive power is perceived as high, employees are more likely to develop inner resignation. On the other hand, higher legitimate power is associated with higher contextual performance and lower inner resignation. I highlight the paramount role of supervisors in supporting employees' perceptions of legitimate organizational power, which can further be strengthened by their instrumental use of rewards. This can particularly motivate employees who have already resigned internally through a crowding-in mechanism. By shedding light on inner resignation, this paper contributes to our understanding of the effects of power dynamics on counterproductive work behavior.


DETERMINANT OF BRAND LOYALTY WITH COMMITMENT AS A MEDIATION: STUDY IN WARDAH COSMETICS IN BANDA ACEH

This study is to knowthe the effect of brand trust and customer satisfaction on brand loyalty with commitment as a mediating variable in Wardah Brand Cosmetics in Banda Aceh. The data is collected on the customers of Wardah brand cosmetics in Banda Aceh with atotal sample of 100 respondents taken by purposive sampling technique. This study used Partial Least Square Path Modelling (PLS-PM) as the data analysis method. The result figures that from the descriptive statistical test provides the Wardah brand trust is very trustworthy, customer satisfaction is very satisfied, commitment is very strong, and brand loyalty is very loyal. While, for the verification test, it shows that brand trust effects brand loyalty significantly, brand satisfaction effects brand loyalty significantly, brand trust effects brand commitment significantly, brand satisfaction effects brand commitment significantly, brand commitment effects brand loyalty significantly, brand trust effects brand loyalty through brand commitment significantly, and brand trust effects brand loyalty through brand commitment significantly. These all findings contribute to the realm of science that can update the causality theories from the previous ones. The originality lies in the combination of the models from the previous, and uses PLS to produce a statistical analysis. The limitation resides in the amount of variables and with one object only. The findings is also can be as a reference for the practical persons especially Wardah managers to formulate the marketing strategy. . Keyword: Brand Trust, Customer Satisfaction, Commitment, and Brand Loyalty.

INTRODUCTION
According to data from the Indonesian Cosmetics Union, the development of the beauty industry in Indonesia is currently experiencing very rapid growth. According to data from the Ministry of Industry (2018) last year, the growth of the cosmetics industry grew by 6.35% and increase to 7.36% in the first quarter of 2018. Throughout the year, the cosmetics industry was expected to grow by 7.33% and touched 7.64 T in 2019 where itwas targeted to grow by 9% this year. The entrepreneurs in the beauty industry, both domestic and overseas might see this value as a potential market in cosmetics companies.
Not only foreign sales, but domestic cosmetics sales have also increased, such as Wardah's cosmetic products in Indonesia. Wardah is one of the products of PT Paragon Technology, which is the top 10 largest cosmetics company in Indonesia. The company was founded by NurhayatiSubakat in 2003.
Wardah's signature beauty is a decades-old commitment to always put quality in supporting women to look beautiful according to their respective characters. Wardah also has three principles, namely Pure and safe, Beauty expert, and Inspiring beauty.Wardah also has halal certificates for their products. Apart from been certified as halal, consumers also really want a quality product that suits their needs. This quality is what will be embedded in the minds of consumers where they will be committed to theseWardah products because they feel satisfied with the brand.
Appropriate satisfaction that can even exceed expectations will bring consumers to effective relationships that are more concerned with the relationship between brand and consumers, which prove that brand trust is one of the cores in building strong relationships between brands and consumers and it positively influences brand loyalty.
According to (Delgado-Ballester and Munuera-Alemán, 2005), brand trust is having a high expectation, or possibility that the brand will bring positive results to the consumers. Therefore, producers must gain the trust of consumers in order to create consumer commitment from the beginning to the end. the trust of consumers in a brand proves that the consumer has bought or consumed a product from the brand so that it is able to form and create a positive experience.
A trust that is obtained from a consumer of a brand will produce something that is beneficial and has potential as a goal to be achieved because the results of the development of a product from the company are very dependent on the trust of its customers.
This loyalty can be used as a reference for consumers in deciding to repurchase in the future, and then consumers will recommend to others about the positive things about the product or the brand used, as well as being loyal to the product or brand. According to (Schiffman and Kanuk, 2009) brand loyalty is a consistent consumer preference for buying the same brand on a specific product or certain service category.
The brand gives importance to competition in the business world. There were many popular cosmetic products, but they are increasingly declining and even disappear from the market. The more variety of cosmetic products make the problems faced by cosmetic companies even more complicated.
Customer loyalty is not so easily achieved by the companies, PT Paragon Technology and Innovation is also no exception. It requires a long process to convince consumers that Wardah cosmetics products produced by PT Paragon Technology and Innovation are the best products. Specifically, in this condition customer loyalty to the customer towards the brand is a crucial concept. With very tight competition and low growth, the concept of brand loyalty is needed. Maintaining brand loyalty is more effective than the efforts to attract customers.
The brand loyalty is started by being aware of the existence of a brand, purchasing a product, using the product, and then evaluating it. If the product can meet the wishes and needs of the customers and satisfies them, then the product gets a positive value from the customers.In turn it raises the commitment of customer loyalty to the brand, and the purchase of the next product does not need much consideration anymore.
Wardah has different advantages from other cosmetics.Wardah brand cosmetics emphasizes itself as halal products. This "halalness"won the attention of the Muslim female segment. This benchmark in choosing halal certified cosmetics both the use of materials and the way of production is one of the considerations among Muslim women. Cosmetics that are labeled "halal" are not necessarily intended explicitly for veiled Muslim women only. Any woman who wants to look attractive, but not excessive can also choose this Wardah cosmetics.

LITERATURE REVIEW Brand
Brand in marketing has an equally important role. As defined by The American Marketing Association in (Kotler and Keller, 2018), brand is defined as "A name, term, sign, symbol, or design, or a combination of them, intended to identify the goods or service of one seller or group of seller and to differentiate them from those of competitors. Therefore, the brand used can describe the characteristics of what products are presented by the seller to consumers. Brands are essential in identifying a product and not releasing the possibility that similar products are also evaluated by consumers differently depending on the characteristics of the product itself.

Loyalty
Brand loyalty is a measure of consumer loyalty to a brand (Rangkuti, 2002). Whereas (Schiffman and Kanuk, 2009)stated that brand loyalty is consistent consumer preference for making purchases of the same brand of specific products or certain service categories.
The level of customer loyalty also has several levels ranging from the lowest to the highest level (Aaker, 1991): a. Switches, that is consumers who are not loyal at all. They are not interested in a product; any brand is considered adequate. They often switch product and sensitive to price changes. b. Habitual buyers, that is consumers who are satisfied with a product, and they purchase it just due to a habit. They do not experience dissatisfaction with the product; However, they do not have a problem with switching to other products. c. Satisfied buyers, that is, consumers who are satisfied with a brand, but they bear the cost of switching, costs of time, money or performance risks associated with the act of switching brands. d. Likes the brand, that is, consumers who like a brand. e. Commitment buyers, that is, loyal customers. They have the pleasure of finding or becoming customers of a brand. Therefore, experts conclude that brand loyalty is a positive attitude and consumer preference in a brand where consumers choose to buy products with the same brand repeatedly.
According to (Sahin, Zehir and Kitapçı, 2011), brand loyalty is influenced by several factors including: 1. Brand Trust If a consumer has believed in a brand, then that consumer can be said to have or often bought and consumed products from that brand, and the products from that brand can create and form a good and positive commitment to the brand.

Satisfaction
Satisfaction is an important step in forming loyalty but becomes less significant when loyalty starts to emerge through other mechanisms. Customer satisfaction is always the main cause of loyalty.

Commitment
Commitment is an emotional/ psychological relationship with a brand in a product group. If consumers have committed to a brand, so they will be loyal to the brand.

Trust
Trust is one of the main factors in establishing a relationship between sellers and buyers (Lien et al., 2015).The trust itself refers to positive beliefs about the dependence and reliability of an object or a person (Everard and Galletta, 2005). Trust arises when someone has confidence in the integrity and reliability (Kim and Kim, 2005) towards providers of products and services. (Lau and Lee, 1999) state that there are five factors that can influence trust in a brand. These five factors are interconnected with entities that include the relationship between consumers and brands. The five factors are the company that created the brand, the brand itself, and the customer. Then (Lau and Lee, 1999) also position that trust in the brand or brand will produce brand loyalty. The relationship between the five factors with brand trust can be concluded as follows: 1. Brand characteristics have a vital role in determining consumers' decision making to trust a brand. Consumers assessthe brand before buying the products. Brand characteristics related to brand trust include predictability, reputation, and competence. 2. Company characteristics that are behind a brand can also affect the level of consumer confidence in the brand. Consumer knowledge about the company that is behind the brand of a product. These characteristics include a company's reputation, motivation, and integrity. 3. Consumer -Brand Characteristics are two groups that influence each other. Therefore, the characteristics of consumers -brands can influence trust in the brand. These characteristics include the similarity between emotional concepts and brand personality, brand preference, and brand commitment. 4. Satisfaction with a brand can be defined as the result of a subjective evaluation of what has been achieved by the selected brand in order to meet what is expected by consumers. 5. Brand Experience is the experience of consumers with these brands, especially in the scope of use. Thus, it can be concluded that consumer commitment to a brand is closely related to trust in the brand.

Satisfaction
Satisfaction is defined as affective response to a buying situation or positive affective reaction to the results from previous experience (Ganesan, 1994). Satisfaction is born from attitudes that are formed as part of previous experience (Ganesan, 1994), which then has an impact on subsequent purchases (Oliver, 1980). Indicators of satisfaction variables, according to (Sahin, Zehir and Kitapçı, 2011) are: a. Very satisfied with the brand service b. Very satisfied with the brand of a product c. Pleased with the brand of a product d. Pleased with the services provided by employees of a product e. This brand meets consumer needs f. Satisfied with the right decision in brand selection g. Tied to one brand Commitment Commitment can be defined as psychological feelings of the mind through attitudes regarding relationships with the company, and it will provide long-term benefits for both parties.
Indicators of commitment variables, according to (Ou et al., 2014) are: a. Feel proud to be able to maintain the product b. Give the impression in the minds of consumers c. Always in the minds of consumers

Research Conceptual Framework
The conceptual framework of this study is that customer loyalty is primarily determined by the presence of brand trust and customer satisfaction factors that are mediated by commitment. (Sahin, Zehir and Kitapçı, 2011) suggested that brand trust has a significant positive effect on brand loyalty.Research conducted by (Lin and Lee, 2012)suggests that brand trust has a direct positive effect on brand loyalty.
Satisfied consumers are consumers who have the potential to be loyal to the brand (Amalia, 2013). Affective commitment, expressing the free will of consumers to maintain their relationship with the brand based on their emotions about the brand, such as the feeling of ownership or respect, is used to represent customer intentions to support long-term relationships with consumers and brands.
Brand trust and commitment are the most important drivers of long-term brand-consumer relationships. Recent studies have shown that customer trust increases; consumers increasingly become committed to the brands they use (Philippe and N'Goala, 2009); (Thaichon, Lobo and Mitsis, 2012); (Veloutsou, 2015); (Sreejes and Roy, 2015). Customers who are at the level of habitual buyers can be categorized as consumers who are satisfied with the brand of products used. Companies will achieve better brand performance if they can effectively transform brand trust into brand satisfaction and consumer commitment to obtain customer loyalty (Philippe and N'Goala, 2009). Based on the above relationship, the research paradigm and hypothesis of thisresearch is constructed as follows: H4 : Brand satisfaction effects brand commitment significantly H5 : Brand commitment effects brand loyalty significantly H6 : Brand trust effects brand loyalty through brand commitment significantly H7 : Brand trust effects brand loyalty through brand commitment significantly

METHOD Sample
The sample size of 100 respondents is collected for the research. The sampling method used is purposive sampling.In this technique the researcher chooses a sample based on an assessment of some of the exact characteristics needed from the sample members (Zikmund et al., 2013). This technique allows researchers to determine the sample based on specific considerations, in which population elements are selected based on the research conducted (Malhotra, 2010). In this research, the sample is every Wardah customer registered as a member in the Banda Aceh region.

Reliability, Validity, Descriptive Analysis and Hypothesis Verification Test
Reliability means the level of reliability of the results of a measurement. Measurements that have high reliability is the measurements that can provide reliable results. Validity shows a measure of the validity of a target. So, it can be said that the higher the validity of a test instrument, the more precise the test instrument.
Descriptive statistics is used to analyze data based on the results obtained based on the answers of respondents to each indicator measuring a variable. This is as an addition hypothesis that can complete the verification hypothesis (H1 until H7). The descriptive hypothesis questions above were formulated and tested with the descriptive statistical test hypothesis as follows: In addition to the analysis using descriptive statistics, to see the characteristics of the respondents, the research data will also be analyzed using the PLS-SEM analysis tool, where the test model of this model is structural equation.

Variable
Cronbach's Alpha Based on the table above, it can be seen that composite reliability meets the requirements and AVE value also meets the requirements for all indicators in the block, as well as the value of Cronbach's alpha is in accordance with the criteria.Thus, all the questions used in this research variable can be said to be reliable because they have met the Cronbach's alpha standard credibility with an alpha value of more than 0.60, composite reliability above 0. 70  The criteria in cross loading in the above table state that all indicators measured will be higher than the values compared to other constructs (Yamin and Kurniawan, 2011). The output on the data above shows the root of AVE for each reflective construct variable has met the criteria of discriminant validity because its value is higher than the correlation between its latent variables. In Model 3, brand trust has a significant effect on commitment with a coefficient of 0.856. While commitment also has a significant effect on brand loyalty with a coefficient of 0.612, and brand trust continues to have a significant effect on brand loyalty even though the coefficient value drops from 0.845 to 0.320 but is still significant or acceptable. Thus, H3, which states that brand trust affects commitment, is accepted, and H 0 3 is rejected.

Descriptive Test Analysis
In Model 4, the Customer Satisfaction Variable has a significant effect on commitment with a coefficient of 0.823. While commitment also has a significant effect on brand loyalty with a coefficient of 0.523. Moreover, the direct effect of customer satisfaction on Loyalty has a significant effect (p = 0.01) even though the coefficient drops from 0.872 to 0.440. Thus, H4, which states that customer satisfaction affects the commitment is accepted, and H 0 4 is rejected.
In Model 5, brand trust has a significant effect on Brand Loyalty with a coefficient of 0.844. Furthermore, brand trust also has a significant effect on commitment with a coefficient of 0.855. Customer Satisfaction has a significant effect on commitment with a coefficient of 0.239. Commitment also has a significant effect on Brand Loyalty with a coefficient value of 0.540. Moreover, Customer Satisfaction has a significant effect on brand loyalty with a coefficient of 0.604 and p = 0.01. Thus, H5 which states that commitment affects Brand Loyalty, is accepted, and H 0 5 is rejected.
Then H6, which states that Brand Trust has a significant effect on Brand Loyalty through Commitment is accepted, and H 0 6 is rejected.
Meanwhile, H7, which states that customer satisfaction has a significant effect on brand loyalty through commitment,is accepted and H 0 7 is rejected. The above results also show that when commitment is included in the model, the direct effect of customer satisfaction on brand loyalty becomes significant with a coefficient of 0.604.
This concludes that the influence of brand trust and customer satisfaction on brand loyalty is indirect and fully mediated by commitment. This means that when consumers are satisfied with the product, they will be committed to the product. Then customer satisfaction has a positive effect on brand loyalty through commitment, and the correlation coefficient is much lower than the effect of brand trust on brand loyalty through commitment, each of 0.844 and 0.604. This means that brand trust has a stronger influence on brand loyalty than customer satisfaction with brand loyalty. In addition, commitment directly influences brand loyalty with a coefficient of 0.540. This means that when customers entrust a brand and are satisfied with a brand, the customer will commit to the brand and increase brand loyalty.

5.CONCLUSION
From the descriptive statistical test we can seethe brand trust is very trustworthy, customer satisfaction is very satisfied, commitment is very strong, and brand loyalty is very loyal.For the verification test,it shows that brand trust effects brand loyalty significantly, brand satisfaction effects brand loyalty significantly, brand trust effects brand commitment significantly, brand satisfaction effects brand commitment significantly, brand commitment effects brand loyalty significantly, brand trust effects brand loyalty through brand commitment significantly, and brand trust effects brand loyalty through brand commitment significantly. These all findings contribute to the realm of science that can update the causality theories from the previous ones. This research model can be accounted for statistically and as the basis for future related research. The originality lies in the combination of the models from the previous, and uses PLS to produce a statistical analysis. The limitation resides in the amount of variables that are only four, and with one object only. The findings is also can be as a reference for the practical persons especially for Wardah managers to formulate the marketing strategy.