Showing papers on "Organizational commitment published in 2012"

Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change.

Abstract: We tested the importance of two hypothesized resources—organizational inducements and employee psychological resilience—in determining employees' commitment to, and supportive behaviors for, organi...

Thriving at work: Toward its measurement, construct validation, and theoretical refinement

Abstract: Summary Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second-order confirmatory factor analyses in two samples, demonstrating initial support for the two-dimensional structure of thriving. We provided evidence for the convergent and discriminant validity of thriving in relation to theoretically related constructs, such as positive and negative affects, learning and performance goal orientations, proactive personality, and core self-evaluations. In Study 2, across two different samples, we further assessed construct validity by establishing a relationship between thriving and career development initiative, burnout, health, and individual job performance, explaining significant variance beyond traditional attitudinal predictors, such as job satisfaction and organizational commitment. Finally, in Study 3, we focused on understanding the contextual embeddedness of thriving. We found differences in reports of thriving across two points in time, when substantial changes are occurring in peoples' work lives and across contexts (i.e., work and non-work). Implications for theory and practice, as well as directions for future research, are discussed. Copyright © 2011 John Wiley & Sons, Ltd.

The Handbook of Organizational Economics

Abstract: In even the most market-oriented economies, most economic transactions occur not in markets but inside managed organizations, particularly business firms. Organizational economics seeks to understand the nature and workings of such organizations and their impact on economic performance. This landmark book assembles the leading figures in organizational economics to present the first comprehensive view of both the current state of research in this fast-emerging field and where it might be headed. The Handbook of Organizational Economics surveys the major theories, evidence, and methods used in the field. It displays the breadth of topics in organizational economics, including the roles of individuals and groups in organizations, organizational structures and processes, the boundaries of the firm, contracts between and within firms, and more. The defining book on the subject, The Handbook of Organizational Economics is essential reading for researchers and students looking to understand this emerging field in economics. Presents the first comprehensive treatment of organizational economics Features contributions by leaders in the field Unifies and extends existing literatures Describes theoretical and empirical methods used today

Generational differences in work-related attitudes: A meta-analysis.

Abstract: Differences among generations on a wide variety of outcomes are of increasing interest to organizations, practitioners, and researchers alike. The goal of this study was to quantitatively assess the research on generational differences in work-related attitudes and to provide guidance for future research and practice. We conducted a meta-analysis of generational differences on three work-related criteria: job satisfaction, organizational commitment, and intent to turnover. Our review of published and unpublished research found 20 studies allowing for 18 generational pairwise comparisons across four generations (Traditionals, Baby Boomers, Generation Xers, and Millennials) on these outcomes using 19,961 total subjects. Corrected mean differences for job satisfaction ranged from .02 to .25, for organizational commitment they ranged from −.22 to .46, and for intent to turnover the range was −.62 to .05. The pattern of results indicates that the relationships between generational membership and work-related outcomes are moderate to small, essentially zero in many cases. The findings suggest that meaningful differences among generations probably do not exist on the work-related variables we examined and that the differences that appear to exist are likely attributable to factors other than generational membership. Given these results, targeted organizational interventions addressing generational differences may not be effective. This is the first known quantitative review of research on generational differences in the workplace.

Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance

Abstract: The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.

Reputation and Public Administration

Abstract: This article examines the application of organizational reputation to public administration. Organizational reputation is defined as a set of beliefs about an organization’s capacities, intentions, history, and mission that are embedded in a network of multiple audiences. The authors assert that the way in which organizational reputations are formed and subsequently cultivated is fundamental to understanding the role of public administration in a democracy. A review of the basic assumptions and empirical work on organizational reputation in the public sector identifies a series of stylized facts that extends our understanding of the functioning of public agencies. In particular, the authors examine the relationship between organizational reputation and bureaucratic autonomy.

Reconceptualizing Workplace Commitment to Redress a Stretched Construct: Revisiting Assumptions and Removing Confounds

Abstract: To better understand the workplace commitments experienced by organizational members, we reconceptualize commitment to highlight its distinctiveness and improve its applicability across all workplace targets. We present a continuum of psychological bonds and reconceptualize commitment as a particular type of bond reflecting volitional dedication and responsibility for a target. We then present a process model applicable to any workplace target to bring clarity, consistency, and synergy to the research and management of workplace commitments.

Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.

Abstract: This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.

When and how is job embeddedness predictive of turnover? a meta-analytic investigation.

Abstract: The present meta-analytic study introduces an overall model of the relationships between job embeddedness and turnover outcomes. Drawing on 65 independent samples (N = 42,907), we found that on-the-job and off-the-job embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives. In addition, the negative relationships between on-the-job embeddedness (off-the-job embeddedness) and turnover criteria were stronger in female-dominated samples and public organizations (collectivistic countries). Finally, turnover intentions, job search behavior, and job performance fully (partially) mediated the effect of on-the-job embeddedness (off-the-job embeddedness) on actual turnover. The research and practical implications of our findings are noted, in light of study limitations and future research needs.

Flexible Work Practices: A Source of Career Premiums or Penalties?

Abstract: The present research builds theory regarding how use of flexible work practices (FWPs) affects employees' career success. We integrate theory on signaling and attributions and propose that managers...

How Important Are Work-Family Support Policies? A Meta-Analytic Investigation of Their Effects on Employee Outcomes

Abstract: This meta-analysis examines relationships between work-family support policies, which are policies that provide support for dependent care responsibilities, and employee outcomes by developing a conceptual model detailing the psychological mechanisms through which policy availability and use relate to work attitudes. Bivariate results indicated that availability and use of work-family support policies had modest positive relationships with job satisfaction, affective commitment, and intentions to stay. Further, tests of differences in effect sizes showed that policy availability was more strongly related to job satisfaction, affective commitment, and intentions to stay than was policy use. Subsequent meta-analytic structural equation modeling results indicated that policy availability and use had modest effects on work attitudes, which were partially mediated by family-supportive organization perceptions and work-to-family conflict, respectively. Additionally, number of policies and sample characteristics (percent women, percent married-cohabiting, percent with dependents) moderated the effects of policy availability and use on outcomes. Implications of these findings and directions for future research on work-family supportpolicies are discussed.

Knowledge sharing: influences of trust, commitment and cost

Abstract: Purpose – This paper’s aim is to examine the influence of perceived cost of sharing knowledge and affective trust in colleagues on the relationship between affective commitment and knowledge sharing. Design/methodology/approach – The methodology used was a survey of 496 employees from 15 organizations across ten industries. Findings – Affective trust in colleagues moderates the relationship between affective commitment and knowledge sharing and the relationship between cost of knowledge sharing and knowledge sharing. Research limitations/implications – Future researchers should operationalize the perceived cost of knowledge sharing construct to include other potential group barriers; for instance, politics and organizational barriers, management commitment and lack of trust. Practical implications – The findings of this study suggest that employees who value social relationships and social resources tend to view knowledge as a collectively owned commodity. As such, their knowledge sharing behavior reflects the model of reciprocal social exchanges. Social implications – The results of this study indicate that an organizational culture that encourages affect-based trust between colleagues will facilitate knowledge sharing. Originality/value – The paper bridges the gap between the literature on knowledge sharing, perceived cost of knowledge sharing, affective organizational commitment and trust in a single model.

Advancing Organizational Support Theory into the Twenty-First Century World of Work

Abstract: Purpose This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory’s central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends.

Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being

Abstract: The relationship between organizational performance and two dimensions of the ‘high performance work system’ – enriched job design and high involvement management (HIM) – is widely assumed to be mediated by worker well-being. We outline the basis for three models: mutual-gains, in which employee involvement increases well-being and this mediates its positive relationship with performance; conflicting outcomes, which associates involvement with increased stress for workers, accounting for its positive performance effects; and counteracting effects, which associates involvement with increased stress and dissatisfaction, reducing its positive performance effects. These are tested using the UK’s Workplace Employment Relations Survey 2004. Job satisfaction mediates the relationship between enriched job design and four performance indicators, supporting the mutual gains model; but HIM is negatively related to job satisfaction and this depresses a positive relationship between HIM and the economic performance me...

Perceiving a calling, living a calling, and job satisfaction: testing a moderated, multiple mediator model.

Abstract: The current study examined the relation between perceiving a calling, living a calling, and job satisfaction among a diverse group of employed adults who completed an online survey (N = 201). Perceiving a calling and living a calling were positively correlated with career commitment, work meaning, and job satisfaction. Living a calling moderated the relations of perceiving a calling with career commitment and work meaning, such that these relations were more robust for those with a stronger sense they were living their calling. Additionally, a moderated, multiple mediator model was run to examine the mediating role of career commitment and work meaning in the relation of perceiving a calling and job satisfaction, while accounting for the moderating role of living a calling. Results indicated that work meaning and career commitment fully mediated the relation between perceiving a calling and job satisfaction. However, the indirect effects of work meaning and career commitment were only significant for individuals with high levels of living a calling, indicating the importance of living a calling in the link between perceiving a calling and job satisfaction. Implications for research and practice are discussed.

Impact of high-performance work systems on individual- and branch-level performance:test of a multilevel model of intermediate linkages.

Abstract: We proposed and tested a multilevel model, underpinned by empowerment theory, that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses. Data were obtained from 37 branches of 2 banking institutions in Ghana. Results of hierarchical regression analysis revealed that branch-level HPWS relates to empowerment climate. Additionally, results of hierarchical linear modeling that examined the hypothesized cross-level relationships revealed 3 salient findings. First, experienced HPWS and empowerment climate partially mediate the influence of branch-level HPWS on psychological empowerment. Second, psychological empowerment partially mediates the influence of empowerment climate and experienced HPWS on service performance. Third, service orientation moderates the psychological empowerment-service performance relationship such that the relationship is stronger for those high rather than low in service orientation. Last, ordinary least squares regression results revealed that branch-level HPWS influences branch-level market performance through cross-level and individual-level influences on service performance that emerges at the branch level as aggregated service performance. © 2011 American Psychological Association.

Teachers: emotional intelligence, job satisfaction, and organizational commitment

Abstract: Purpose – The purpose of this study is to investigate the relationship between emotional intelligence and job satisfaction, between emotional intelligence and organizational commitment, and between job satisfaction and organizational commitment among high‐school English teachers. Furthermore, the study aims to examine the role of gender and age in emotional intelligence, job satisfaction and organizational commitment.Design/methodology/approach – The participants were selected by proportional stratified sampling and simple random selection. This study adopted a survey research design that utilized an ex post facto research type in which the researcher used questionnaires to collect data from the respondents.Findings – The results of the study indicate that there is a positive significant relationship between emotional intelligence and job satisfaction, between emotional intelligence and organizational commitment, and between job satisfaction and organizational commitment. It is also found there is no sign...

Thriving at work: Toward its measurement, construct validation, and theoretical refinement

Abstract: Summary Thriving is defined as the psychological state in which individuals experience both a sense of vitality and learning. We developed and validated a measure of the construct of thriving at work. Additionally, we theoretically refined the construct by linking it to key outcomes, such as job performance, and by examining its contextual embeddedness. In Study 1, we conducted second‐order confirmatory factor analyses in two samples, demonstrating initial support for the two‐dimensional structure of thriving. We provided evidence for the convergent and discriminant validity of thriving in relation to theoretically related constructs, such as positive and negative affects, learning and performance goal orientations, proactive personality, and core self‐evaluations. In Study 2, across two different samples, we further assessed construct validity by establishing a relationship between thriving and career development initiative, burnout, health, and individual job performance, explaining significant variance beyond traditional attitudinal predictors, such as job satisfaction and organizational commitment. Finally, in Study 3, we focused on understanding the contextual embeddedness of thriving. We found differences in reports of thriving across two points in time, when substantial changes are occurring in peoples’ work lives and across contexts (i.e., work and non‐work). Implications for theory and practice, as well as directions for future research, are discussed. Copyright © 2011 John Wiley & Sons, Ltd.

Attracted to or Locked In? Predicting Continuance Intention in Social Virtual World Services

Abstract: Internet-based social virtual world SVW services have aroused extensive interest among academicians and practitioners. The success of SVW services depends heavily on customers' continuance usage, a topic not yet adequately investigated in information systems research. It is unclear to what extent, and how, the existing theories can be extended to explain the continuance usage of such services. In consideration of the distinctive features of these services, this study adapts the dedication-constraint framework of commitment and develops a model of SVW continuance, which is assessed empirically using data collected from 438 experienced users of Second Life, a typical SVW service. Results indicate that SVW customers' continuance intention is jointly determined by two mechanisms: affective commitment being attracted to and calculative commitment being locked in, with the former playing a more central role. Perceived utilitarian value, hedonic value, and relational capital promote affective commitment directly and indirectly through satisfaction, while service-specific investments in personalization and relational capital increase calculative commitment. Theoretical and practical implications and future research directions are subsequently discussed.

Examining the Relationships among Job Satisfaction, Organizational Commitment, and Turnover Intention: An Empirical Study

Abstract: This study’s aim is to examine the relationship among job satisfaction, organizational commitment, and turnoverintention of employees. A model of job satisfaction, organizational commitment, and turnover intention isdeveloped and tested in one field study. In this study, using a 250 employees of a Turkish manufacturingcompany, were given questionnaires to complete during regular working hours; 188 completed questionnaireswere returned.. Job satisfaction, organizational commitment, and turnover intention are popular topics in thestudy of work related attitudes. The main objective of this article is to test the relationships among jobsatisfaction, organizational commitment and turnover intention. Structural equation modeling to test researchhypotheses is used and the model that has high reliability and validity is developed. The results indicate that jobsatisfaction is one of the most antecedents of organizational commitment and turnover intention and suggest thathigh levels of job satisfaction results in higher commitment and lower turnover intention so job satisfactionpositively influences on affective commitment, continuance commitment, and normative commitment while it isnegatively impact on turnover intention. The results emphasize the need to consider the factors can be havingeffects on the relationship by highlighting to studies conducted on job satisfaction, organizational commitment,and turnover intention.

Impact of Organizational Culture on Organizational Performance: An Overview

Abstract: This article is on defining and measuring of organizational culture and its impact on the organizational performance, through an analysis of existing empirical studies and models link with the organizational culture and performance. The objective of this article is to demonstrate conceptualization, measurement and examine various concepts on organization culture and performance. After analysis of wide literature, it is found that organizational culture has deep impact on the variety of organizations process, employees and its performance. This also describes the different dimensions of the culture. Research shows that if employee are committed and having the same norms and value as per organizations have, can increase the performance toward achieving the overall organization goals. Balance Scorecard is suggested tool to measure the performance in the performance management system. More research can be done in this area to understand the nature and ability of the culture in manipulating performance of the organization. Managers and leaders are recommended to develop the strong culture in the organization to improve the overall performance of the employees and organization.