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Journal ArticleDOI

How does participation impact IT workers' organizational commitment? Examining the mediating roles of internal communication adequacy, burnout and job satisfaction

01 Mar 2021-Leadership & Organization Development Journal (Emerald Publishing Limited)-Vol. 42, Iss: 4, pp 580-592
TL;DR: In this article, the authors examine the role of three mediators, namely internal communication quality, burnout and job satisfaction, and empirically test multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.
Abstract: The purpose of this study is to revisit the relationship between employee participation and organizational commitment to determine the mediational mechanisms that underlie it. Specifically, the study examines the role of three heretofore unexamined mediators, namely internal communication quality, burnout and job satisfaction and empirically tests multiple alternative explanations/paths for the relationship between employee participation and organizational commitment.,The data for this study were collected using a cross-sectional online survey of 111 IT professionals (e.g. engineers, technicians, etc.) employed at a public IT company (PITC) in the Midwest of the USA.,Overall, the results of this study provide strong support for an indirect relationship between employee work participation and organizational commitment. More specifically, the results of the study show that that relationship is mediated by internal communication adequacy, job satisfaction, as well as the path Burnout—job satisfaction.,This study makes an important contribution to our understanding of how to make the implementation and evaluation of participative practices more effective. It identifies/clarifies the conditions under which participative approaches are likely to induce employees' organizational commitment.
Citations
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01 Jul 1973
Abstract: Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

497 citations

DOI
TL;DR: Galván-Vela et al. as mentioned in this paper explored how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings, and found that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied.
Abstract: PurposeThis article explores how internal communication impacts happiness at work and intrapreneurship through the dimensions of communication climate and communication in meetings.Design/methodology/approachLiterature analysis and quantitative empirical data collection are used to achieve this study's purpose. The study employed a non-experimental, cross-sectional, explanatory design. A questionnaire of closed-ended questions was used, adapted from validated scales for measuring constructs, and apply to 156 employees of industrial, service and commercial companies in the Northeast of Mexico. The analysis techniques used included exploratory factor analysis and structural equation modelling.FindingsIn the descriptive analysis of the data, the authors find that 57.7% of the sample is satisfied with the communication climate, 28.85% moderately satisfied, and 13.47% dissatisfied. Regarding the levels of happiness at work, high (71.15%), medium (21.15%) and low (7.7%) levels were found. In intrapreneurship, high (67.31%), medium (26.92%) and low (5.77%) levels were found. The exploratory factorial analysis showed that the instrument was adequate for measuring the variables. Good correlations were also found between the items that make up each variable. Finally, the relationship between internal communication, measured by the dimensions of communicative climate and communication in meetings, and happiness at work was verified using the structural equation technique. The latter has a positive impact on intrapreneurship.Research limitations/implicationsThis article has some theoretical and methodological limitations like any other academic work. They would be interesting to address in future research. In this way, it is possible to empirical examine the variables of intrapreneurship, internal communication and happiness (Ravina-Ripoll et al., 2021c). The first is the study's cross-sectional design and data collection by a non-probabilistic sample, carried out in a single source. Both aspects mean that our study is not free of corresponding biases; this may result in the findings of the present work not being statistically correct. The second derives from the absence in the literature of structural equation modelling studies that analyse the constructs that make up the object of this academic work in a multidimensional way. However, although an influence I show between the variables, it is recommended to take the data with discretion. There is still a need for more empirical evidence to support these relationships before generalised results can be presumed. Despite the remarkable progress made in recent years in the literature on the three dimensions of this article, few scientific studies examine inferentially how internal communication and intra-entrepreneurship influence employees' happiness at work in today's digital society. The authors of this academic work consider it attractive for future research to address the analysis of internal communication strategic management models. It is a robust driver of intra-entrepreneurship and employee happiness in organisations (Galván-Vela et al., 2022a). In conclusion, from this heuristic perspective, companies can improve, on the one hand, their competitive position in the market. Their managers must cultivate an organisational culture that emphasises internal communication as a catalyst for innovation, employee loyalty, and productive efficiency. On the other hand, companies will be able to invigorate their corporate image to face the significant challenges in the globalised economy, thus to become sustainable, humane, ecological intra-entrepreneurial corporations (Galván-Vela et al., 2021a). It may lead to a more social, inclusive, prosperous and egalitarian ecosystem. In this way, it makes the culture of organisations around the pillars of happiness management, social marketing and the Sustainable Development Goals shine (Galván-Coronil et al., 2021).Practical implicationsThis section does not attempt to argue that internal communication and intrapreneurship constitute two intangible resources that improve organisations' productivity and collective happiness (Lee and Kim, 2022). However, it is necessary to clarify that the results achieved in this academic study show two fundamental aspects. The first is to invite managers of companies in the post-Covid-19 era to cultivate a culture based on happiness management. It makes internal communication a fast vehicle that exponentially boosts intrapreneurship, among other things (Castillo-Abdul et al., 2021). To this end, their strategic management models must carry out a diametrical shift in their innovation and internal communication actions. On the one hand, it allows for building loyalty among their creative talent. It does this by creating an organisational climate that encourages interpersonal relationships, the spirit of teamwork, collaborative participation, and disruptive thinking (Thelen and Formanchuk, 2022). On the other hand, promoting an ethical, assertive and empathetic leadership style proactively stimulates the commitment, trust and passion for the work of all members of the company (Men and Yue, 2019). The second is to emphasise implementing a constructive, friendly and positive intra-organisational language. In this way, it is dynamising the collective happiness of its human capital through the figure of the Chief Happiness (Jiménez-Marín et al., 2021b).Originality/valueIntrapreneurship, internal communication and happiness at work are topics of great interest in academic agendas in recent years. It is basically because these three dimensions, individually or jointly, have positive effects on the productivity of organisations. However, no research flow evidences our theoretical model proposed in this article. Therefore, there is a need for future studies that advance the literature in the area of business. In this way, we will have more data on how these constructs affect the life of organisations in the post-Covid 19 eras.

7 citations

Journal ArticleDOI
TL;DR: This paper investigated the relationships between a comprehensive set of aspects of organisational communication and general organisational commitment, while also identifying those that had the most important effects on organizational commitment, including openness between principals and staff, supportive communication among colleagues and communication overload.
Abstract: Organisational commitment is a job attitude frequently linked to employee morale, motivation and behaviour. High organisational commitment has been associated with increased effort and productivity, while low commitment has been associated with low productivity, absenteeism and turnover. There is evidence to suggest aspects of organisational communication are important in this regard. This article reports the results of a study that investigated the relationships between a comprehensive set of aspects of organisational communication and general organisational commitment, while also identifying those that had the most important effects on organisational commitment. Participants were 1575 staff members from government and non-government primary schools across all states and territories of Australia. Data were gathered using a survey comprising the Organisational Communication in Primary Schools Questionnaire and a five-item general organisational commitment scale. Exploratory and confirmatory factor analyses were used to identify and validate constructs for measurement. Structural equation modelling was used to identify important relationships. Of the ten aspects of organisational communication identified, five had significant effects on general organisational commitment. The most important of these concerned openness between principals and staff, supportive communication among colleagues (positive effects) and communication overload (negative effects). Implications for school leadership and school culture are discussed along with directions for further research.

2 citations

Journal ArticleDOI
TL;DR: In this paper , the authors examined the interaction between knowledge sharing, participative decision-making, and turnover intention, mediated by perceived organizational support using a structural equation model, and found that knowledge sharing and employee participation in decision making are positively associated with perceived organizational supports, and the turnover intention.
Abstract: In order for an organization to thrive and operate well, it is dependent on its ability to share knowledge. It is consequently well accepted that knowledge sharing in companies is a key success factor for enhancing company performance and sustainability. Therefore, knowledge sharing and employee participation in decision-making are positively associated with perceived organizational support, and turnover intention. Notwithstanding, the inherent advantages of knowledge sharing and participative decision making, promoting organizational support is a concern for many organizations. As such, the purpose of this study is to examines the interaction between knowledge sharing, participative decision-making, and turnover intention, mediated by perceived organizational support using a structural equation model. The result of the analysis of data collected from 323 staffs of telecommunication company in Iraq indicated that perceived organization support mediates the relationship between knowledge sharing, participative decision making, and turnover intention. Furthermore, knowledge sharing and participative decision making affect turnover intention. This study was able to infer that emolyees who are considered, recognized and treated positively benefit the organization, and this eliminates any intent to leave.

1 citations

References
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Journal ArticleDOI
TL;DR: Results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.
Abstract: The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.

8,244 citations

Journal ArticleDOI
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.

8,144 citations

01 Jan 1976

6,982 citations

Journal ArticleDOI
TL;DR: In this paper, the authors summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis, including 26 variables classified as antecedent, 8 as consequences, and 14 as correlates.
Abstract: In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

6,145 citations

Journal ArticleDOI
TL;DR: In this paper, a study of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees, was reported.
Abstract: : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

5,680 citations