Journal articles on the topic 'Organisational commitment'
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1
Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.
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Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.
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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.
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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.
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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Turunen, Teemu. "Commitment to employment and organisation: Finland in a European comparison." Finnish Journal of Social Research 4 (December 15, 2011): 55–66. http://dx.doi.org/10.51815/fjsr.110705.
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Employment and organisational commitment are widely endorsed as goals for labour market policy and organisations. However, there are few comparative studies that examine how, in addition to individual characteristics, dimensions of national culture affect employment and organisational commitment. This article compares employment and organisational commitment among employees in Finland, Germany, Great Britain, Spain and Sweden. The main focus is on whether these commitments differ in Finland from those in four other European countries. Finland has seldom been included in this kind of comparative study. Individual-level data come from the International Social Survey Program (ISSP), Work Orientation Module III, collected in 2005–2006. Employment commitment was the highest in Sweden, while organisational commitment was the highest among Germans. Finnish employees did not display particularly high levels of employment commitment: Finns were next to last in this category. Organisational commitment in Finland was on the same level as Spain and Sweden. In all five countries low subjective job insecurity among employees increased organisational commitment. Schwartz’s (2007) cultural dimensions accounted for a significant share of the variance in employment commitment. The data were analysed mainly by using standard multiple regression analysis and hierarchical multiple regression analysis.
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Usadolo, Queen, and Sam Usadolo. "The Effect of Motive Fulfilment as a Meditating Variable between Perceived Organisational Support and Volunteers’ Affective Commitment in Non-Profit Organisations." African Journal of Inter/Multidisciplinary Studies 3, no. 1 (2021): 75–90. http://dx.doi.org/10.51415/ajims.v3i1.896.
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In this paper, the influence of organisational factors and the role of individual factors on affective commitment is examined, particularly whether volunteers’ motive fulfilment mediates the influence of perceived organisational support on volunteers’ affective commitment. A cross-sectional survey was used to collect data from 213 volunteers from five non-profit organisations in Queensland, Australia. Perceived organisational support is found to have a significant relationship with volunteers’ affective commitment. Furthermore, motive fulfilment has a significant effect on the impact of perceived organisational support (POS) on the outcome. The results of the study provide new knowledge about the importance of motive fulfilment as a tool for improving volunteers’ positive experiences of an organisation and explain how motive fulfilment promotes increased affective commitment.
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Ng, Catherine, and Aspa Sarris. "Distinguishing Between the Effect of Perceived Organisational Support and Person–Organisation Fit on Work Outcomes." Australian and New Zealand Journal of Organisational Psychology 2 (August 1, 2009): 1–9. http://dx.doi.org/10.1375/ajop.2.1.1.
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AbstractWhile previous research has contributed to our understanding of the effect of person-organisation fit on a range of job outcomes (e.g., Chatman, 1989; Kristof-Brown & Jansen, 2007; Schneider, 1987), the relationship between person–organisation fit, perceived organisational support and job outcomes, such as job satisfaction and organisation commitment has not been fully explored. Further research examining the relationship between these variables is needed, particularly in organisational settings that experience high turnover such as hospitals. This study examined the relationship between person–organisation fit, perceived organisational support, job satisfaction and organisational commitment among employees in an Australian hospital setting. Person–organisation fit was assessed in terms of the fit, or congruence, between perceived organisational values and ideal organisational values. The study also examined the extent to which perceived organisational support moderated the relationship between person–organisation fit and job satisfaction and organisational commitment. Results showed that person–organisation fit and perceived organisational support were significant predictors of job satisfaction and organisational commitment. However, perceived organisational support was not a moderator in the relationship between person–organisation fit and job satisfaction and organisational commitment. Results also showed that perceived organisational support may be a stronger predictor of job satisfaction and organisational commitment than person–organisation fit, highlighting the importance of providing nursing and support staff with adequate support to carry out their work in hospital settings. The implications of the study are discussed and future research opportunities are highlighted.
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Dwivedula, Ravikiran, Christophe Bredillet, and Ralf Müller. "Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions." Journal of Project, Program & Portfolio Management 4, no. 1 (October 20, 2013): 11. http://dx.doi.org/10.5130/pppm.v4i1.2610.
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The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented
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Ledimo, Ophillia, and Nico Martins. "An audit of employee commitment to enable leaders to manage organisational talent." Journal of Governance and Regulation 3, no. 3 (2014): 128–33. http://dx.doi.org/10.22495/jgr_v3_i3_c1_p6.
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Leaders in motor manufacturing companies are faced with the challenge of talent attraction, development and retention due to constant changes in manufacturing technology. Yet, these leaders are expected to recruit, train and retain specialist skills due to the highly specialised nature of their manufacturing business processes. Another threat faced by these leaders is the loss of skilled talent to their competitors. These challenges have, therefore, created the need to audit employee commitment in a manufacturing organisation in order to enable leaders to initiate talent management practices. It is against this background that this paper poses the question: What is the nature of organisational commitment of manufacturing employees for leaders to be able to manage talent? This question was addressed through a quantitative study of organisational commitment dimensions. The main objective of this study was to audit the organisational commitment dimensions (as measured by Meyer and Allen’s Organizational Commitment Scale) within a manufacturing organisation. The data was collected using a survey on a random sample size of N=371, all of whom were employees of a South African motor manufacturing organisation. The results of this study indicate that there are significant differences between organisational commitment dimensions namely; affective, normative and continuance commitments. These findings provide valuable information to assist leaders to propose talent management interventions vital for organisational talent attraction, development and retention
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Mcbain, Richard. "Organisational Commitment." Henley Manager Update 17, no. 1 (September 2005): 23–34. http://dx.doi.org/10.1177/174578660501700103.
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Organisational commitment has long been established as a key factor leading to organisational success. But how can you define commitment and what components make it up? How do new working enviroments such as the setting up of call centres affect commitment? Critically, what can managers do to enhance commitment in these and more traditional environments? An approach based on mentoring may provide some of the answers.
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Abdul Halim, Norhaily, Aminuddin Hassan, Ramli Basri, Aminuddin Yusof, and Seyedali Ahrari. "Job Satisfaction as a Mediator between Leadership Styles and Organisational Commitment of Teachers in Malaysia." Asian Journal of University Education 17, no. 2 (June 6, 2021): 61. http://dx.doi.org/10.24191/ajue.v17i2.13398.
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Abstract: To better understand the organisational commitment of teachers, the current study examined job satisfaction as a mediator between organisational commitment and the three dimensions of leadership, namely transformational, transactional and passive-avoidant. The study involved 381 school teachers in Malaysia, and the multiple-model analysis used showed partial mediation on the negative association of passive-avoidant leadership style with teachers’ commitment to their organisation. The study found a relationship between transformational leadership and organisational commitment through job satisfaction. As expected, job satisfaction also fully mediated between transactional leadership and organisational commitment among teachers, and that teachers who are highly satisfied with their jobs attributed their commitment towards their school to transactional leadership. This study extends the knowledge on the effects of teachers’ leadership styles on their organisational commitments through a mediating factor. Higher education can play an important role in changing pre-service teachers' and future school principals’ mindsets to exhibit transformational and transactional leadership competencies. Therefore, leadership development and training of future school administrators during their tertiary education are important in order to enhance teachers' job satisfaction and commitment.
Keywords: Teachers, Job satisfaction, Leadership styles, Organizational commitment, Malaysia
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Lewicka, Dagmara, and Katarzyna Krot. "The model of HRM-trust-commitment relationships." Industrial Management & Data Systems 115, no. 8 (September 14, 2015): 1457–80. http://dx.doi.org/10.1108/imds-12-2014-0388.
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Purpose – It is worth focusing on the examination of factors influencing the quality of the work environment. The purpose of this paper is to verify the influence of the HRM system and organisational trust on employee commitment. Design/methodology/approach – The survey was conducted in Poland among 370 employees in organisations from two sectors of the economy: services and industry. The verification of the theoretical model was performed based on structural equation modelling. Findings – Research findings made it possible to successfully verify the model of the relationship between the HRM system (practices, process), organisational trust and commitment. The starting point for trust in an organisation followed by commitment is the HRM system. It seems that the impact of the HRM process on creating organisational trust is higher. Research findings have also confirmed a relationship between each type of organisational trust and calculative commitment based on benefits, which is a strong determinant of affective commitment. Organisational trust is, therefore, an intermediary factor because the organisation must build trust in employees first before they become affectively committed. Originality/value – Current studies have not examined the issue of a mutual relationship between three constructs: perceived HRM practices and process, organisational trust and commitment. What is more, previous research was confined to the constructs analysed holistically without considering their complexity (different types of trust and commitment). In addition, the authors attempted to enrich Allen and Mayer’s (1991) model with a new aspect of the commitment – calculative, which is linked to the benefits received by employees. The authors also identified the mediating influence of the trust and calculative commitment onto the affective commitment.
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Moreira, Ana, Francisco Cesário, Maria José Chambel, and Filipa Castanheira. "Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment." European Journal of Management Studies 25, no. 1 (November 20, 2020): 5–22. http://dx.doi.org/10.1108/ejms-10-2020-001.
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Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.
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Philip, Mary, Shivganesh Bhargava, and Sebastian Valiaparampil Joseph. "Impact of Organisational Climate, Organisational Commitment, Occupational Commitment and Self-Efficacy on Organisational Effectiveness of Human Service Organisations." Theoretical Economics Letters 09, no. 05 (2019): 1299–315. http://dx.doi.org/10.4236/tel.2019.95084.
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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.
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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express. Practical implications Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges. Originality/value Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.
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Diedericks, E., and S. Rothmann. "Flourishing of information technology professionals: Effects on individual and organisational outcomes." South African Journal of Business Management 45, no. 1 (March 31, 2014): 27–41. http://dx.doi.org/10.4102/sajbm.v45i1.115.
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The aim of this study was to investigate the relationship between flourishing and individual and organisational outcomes, including job satisfaction, organisational commitment, organisational citizenship behaviour, turnover intention andcounterproductive behaviour. A convenience sample (N = 205) was taken of employees in information technology organisations in South Africa. A biographical questionnaire, the Mental Health Continuum Short Form, Job Satisfaction Scale, Organisational Commitment Scale, Turnover Intention Scale, Organisational Citizenship Behaviour Scale and a Counterproductive Behaviour Scale were administered. Flourishing affected job satisfaction, organisational commitment, organisational citizenship behaviour and organisational commitment directly and indirectly. Job satisfaction had strong direct effects on organisational commitment (positive) and turnover intention (negative), and a moderate negative effect on counterproductive work behaviour. Flourishing affected turnover intention indirectly and negatively via organisational commitment.
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Alhaqbani, Abdullah, Deborah M. Reed, Barbara M. Savage, and Jana Ries. "The impact of middle management commitment on improvement initiatives in public organisations." Business Process Management Journal 22, no. 5 (September 5, 2016): 924–38. http://dx.doi.org/10.1108/bpmj-01-2016-0018.
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Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.
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Nangoli, Sudi, Benon Muhumuza, Maureen Tweyongyere, Gideon Nkurunziza, Rehema Namono, Muhammed Ngoma, and Grace Nalweyiso. "Perceived leadership integrity and organisational commitment." Journal of Management Development 39, no. 6 (April 29, 2020): 823–34. http://dx.doi.org/10.1108/jmd-02-2019-0047.
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PurposeThe purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.Design/methodology/approachAn explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.FindingsThe results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.Research limitations/implicationsThe study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.Practical implicationsOrganisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.Originality/valueThis article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).
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de las Heras-Rosas, Carlos, Juan Herrera, and Mercedes Rodríguez-Fernández. "Organisational Commitment in Healthcare Systems: A Bibliometric Analysis." International Journal of Environmental Research and Public Health 18, no. 5 (February 25, 2021): 2271. http://dx.doi.org/10.3390/ijerph18052271.
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Business organisations are subject to high pressure to ensure their sustainability and competitiveness. In the case of healthcare institutions, moreover, there are unique characteristics where human resource management is of vital importance. The workforce in these institutions is at a critical moment where the shortages of qualified staff, burnout, or job dissatisfaction represent some of the detrimental aspects for the performance of the organisation, and more importantly, they diminish the quality of patient care. The promotion of organisational commitment is positioned as one of the tools that organisations have to face this problem. This paper aims to increase knowledge about research trends that analyse organisational commitment in healthcare institutions. To this end, using bibliometric techniques, a sample of 448 publications on this subject from journals indexed in Web of Science between 1992 and 2020 is analysed. The results obtained suggest a growing interest in this subject and a visible concern for the management of human resources in these institutions. Research has focussed mainly on organisational factors related to nursing staff. The most analysed topics have been job satisfaction, the implications of stress and high turnover, burnout syndrome, and the possibility of leaving the job. On the other hand, issues emerged such as empowerment in the workplace and others related to organisational management such as quality of service or performance. Finally, there is a lack of research that deals more deeply with other groups working in health centres, such as doctors or administrative staff. There is also a need for further development in the analysis of the implications of the ideological psychological contract in relation to normative organisational commitment in the field of healthcare organisations. The contribution of this work focusses on expanding knowledge about commitment in healthcare organisations and creating points of support for future research as well as helping healthcare managers make decisions in HR management.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.1017/s1833367200003278.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Parkes, Louise P., and Peter H. Langford. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations." Journal of Management & Organization 14, no. 3 (July 2008): 267–84. http://dx.doi.org/10.5172/jmo.837.14.3.267.
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AbstractIn an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.
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Carlos Pinho, José, Ana Paula Rodrigues, and Sally Dibb. "The role of corporate culture, market orientation and organisational commitment in organisational performance." Journal of Management Development 33, no. 4 (April 8, 2014): 374–98. http://dx.doi.org/10.1108/jmd-03-2013-0036.
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Purpose – The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Design/methodology/approach – In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships. Findings – Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications – The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications. Practical implications – Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. Originality/value – This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.
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Twumasi, Evelyn, and Belinda Addo. "Perceived Organisational Support as a Moderator in the Relationship Between Organisational Justice and Affective Organisational Commitment." Economics and Culture 17, no. 2 (December 1, 2020): 22–29. http://dx.doi.org/10.2478/jec-2020-0017.
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Abstract Purpose. This study aimed to explore the relationship between organisational justice and commitment and how the combined influence of organisational justice and perceived organisational support (POS) impacts on commitment. Research Methodology. Data were obtained through questionnaires administered to 124 teaching and non-teaching staff, who were conveniently selected by the researchers from Ghanaian public universities. Descriptive survey design was adopted for this study. Findings. The results from regression analysis of data collected showed a significant positive relationship among the dimensions of organisational justice and affective commitment. Furthermore, POS was found to moderate the relationship between organisational justice and commitment, as the effect of justice on commitment increased when POS was added to the model. Practical Implications. The present study supported the expected relationship among justice, POS and organisational commitment and implied that higher level of fairness and support from the organisation can favourably influence the commitment level of employees. Originality. The current research examines the moderating role of POS on organisational justice–commitment link using samples from the Ghanaian higher education institutions. Thus, it makes relevant contribution to the existing literature by modelling both organisational justice and support and analysing its effect on organisational commitment.
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Patel, Bhavesh S., Lorne D. Booker, Hazel Melanie Ramos, and Chris Bart. "Mission statements and performance in non-profit organisations." Corporate Governance 15, no. 5 (October 5, 2015): 759–74. http://dx.doi.org/10.1108/cg-07-2015-0098.
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Purpose – This study aims to explore the relationship between mission statements and organisational performance in non-profit organisations. It also examines the role of organisational commitment in moderating that relationship. Design/methodology/approach – Invitations were sent to a network of non-profit organisations inviting them to complete an online survey. Usable responses were obtained from 117 respondents from 30 countries. Hierarchical regression was used to test the hypotheses. Findings – The findings suggest that mission statements have a significant positive relationship with organisational performance. Also, organisational commitment, particularly affective commitment, moderates the relationship between mission statements and organisational performance. Research limitations/implications – The results confirm that the relationship between mission statements and organisational performance is complex. The study of intervening variables is a worthwhile program of research. Practical implications – The findings suggest that non-profit organisations can improve performance by communicating their mission and building emotional commitment to their cause. Originality/value – This is one of the first studies to examine the role of organisational commitment in influencing the relationship between mission statements and performance. This study contributes to our understanding of the impact of mission statements on performance in non-profit organisations.
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Twumasi, Evelyn, and Belinda Addo. "Perceived Organisational Support as a Moderator in the Relationship Between Organisational Justice and Affective Organisational Commitment." Economics and Culture 17, no. 2 (December 1, 2020): 22–29. http://dx.doi.org/10.2478/jec-2020-0017.
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AbstractPurpose. This study aimed to explore the relationship between organisational justice and commitment and how the combined influence of organisational justice and perceived organisational support (POS) impacts on commitment.Research Methodology. Data were obtained through questionnaires administered to 124 teaching and non-teaching staff, who were conveniently selected by the researchers from Ghanaian public universities. Descriptive survey design was adopted for this study.Findings. The results from regression analysis of data collected showed a significant positive relationship among the dimensions of organisational justice and affective commitment. Furthermore, POS was found to moderate the relationship between organisational justice and commitment, as the effect of justice on commitment increased when POS was added to the model.Practical Implications. The present study supported the expected relationship among justice, POS and organisational commitment and implied that higher level of fairness and support from the organisation can favourably influence the commitment level of employees.Originality. The current research examines the moderating role of POS on organisational justice–commitment link using samples from the Ghanaian higher education institutions. Thus, it makes relevant contribution to the existing literature by modelling both organisational justice and support and analysing its effect on organisational commitment.
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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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Aghimien, Douglas O., Oluwaseyi A. Awodele, and Christopher S. Maipompo. "Organisational Commitment of Construction Skilled Workers in Selected Construction Firms in Nigeria." Journal of Construction Business and Management 3, no. 1 (February 12, 2019): 8–17. http://dx.doi.org/10.15641/jcbm.3.1.481.
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Skilled construction workers are crucial to the successful delivery of construction projects. However, there have been reports of their shortage within the Nigerian construction industry. Ensuring commitment of the few available ones to their organisation is important as this is bound to influence the service delivery of these organisations. This paper presents the result of the assessment of the organisational commitment of skilled construction workers in Abuja, Nigeria. A quantitative survey design was adopted, and data were gathered from selected skilled construction workers in 31 construction companies registered with Nigeria's Federation of Construction Industry. Organisational Commitment Scale was adopted in assessing the commitment of these set of workers, and data were harnessed through the use of a questionnaire. Percentage, mean item score and Kruskal-Wallis H-Test were used in analysing the data gathered. Cronbach Alpha test was also conducted to test the reliability of the research instrument. The study revealed that the common type of commitment exhibited by skilled construction workers is the continuance commitment. Factors such as getting feedback from supervisors, payment received being equal to work done, and the availability of opportunities to grow, play a major role in the commitment type being exhibited. The practical implication of this result is that construction companies within the country need to improve in the aspect of human resource management to attain better commitment and at the same time improve their productivity. It is believed that the findings of this study will assist construction organisations in adopting the right method that will help enhance the organisational commitment of their skilled workers.
Keywords: Construction workers, Nigeria, Organisational commitment, Skilled workers, Workers satisfaction.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Linking the employee value proposition (EVP) to employee behavioural outcomes." Industrial and Commercial Training 51, no. 7/8 (October 7, 2019): 387–95. http://dx.doi.org/10.1108/ict-05-2019-0043.
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Purpose The purpose of this paper is to examine the link between employee value proposition (EVP) dimensions, employee commitment and organisational citizenship behaviours (OCBs) in organisations. Design/methodology/approach This cross-sectional study collected data from 134 employees of a government department using a survey method. The collected data were analysed with a regression method using Statistical Package for Social Sciences version 24. Findings The regression analysis shows that perceived organisational support, and work environment (WE) influence employee commitment. Also, the relationship between organisational commitment (OC) and OCB was found to be significant. The analysis also confirms that OC mediates the relationship between the EVP variables and OCB. Research limitations/implications This study is cross-sectional research, future studies may adopt a longitudinal method or multi-sourced data for further research insights. Due to the adopted research design, the findings should be interpreted with this in mind. Practical implications This study helps to understand the impact of EVP attributes on employee commitment in organisations. The finding would benefit organisations on the need to enhance EVP fulfilment, and its benefits findings from the study show perceived organisation support and WE affects OC while OC affects OCB. It is crucial for organisations to consider and align EVP strategies in their people management strategies. Originality/value This study contributes to the EVP theory by analysing the role of affiliation dimension of the EVP on employee commitment. Prior research appears to have neglected the influence of the EVP on employee commitment.
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Luxmi and Tarun Kumar Vashisth. "Profiling Organisational Commitment." Management and Labour Studies 34, no. 1 (February 2009): 7–26. http://dx.doi.org/10.1177/0258042x0903400101.
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Koomson, Samuel. "Effect of Organisational Commitment in Psychological Contract Breach-Organisational Citizenship Behaviour Bond among Medical Doctors." International Journal of Scientific Research and Management 8, no. 04 (April 13, 2020): 369–76. http://dx.doi.org/10.18535/ijsrm/v8i04.sh01.
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Medical doctors are responsible for leading the care of patients. They are perhaps the most valuable assets of healthcare organisations. Yet, indications signal that medical doctors operating in the Upper East and West Regions of Ghana are bedevilled with severe breaches in their psychological contract, which could probably result in low commitment to their organisation and subsequently, stifle their tendency to be good organisational citizens. The study therefore investigated the interceding effect of organisational commitment in the nexus between psychological contract breach and organisational citizenship behaviour among medical doctors in the Upper East and Upper West Regions of Ghana. 214 medical doctors participated in the study. A validated, semi-structured and self-administered questionnaire was employed. The data collected was subjected to Kaiser-Meyer-Olkin measure of sampling adequacy and Bartlett test of sphericity, as well as reliability and validity tests. Mediating effect was conducted. Control variables were sex, age, employment type and tenure. Significant level was set at 5%. Partial-least squares structural equation modelling was used to analyse the data, with the help of Smart PLS 3.0M.3 software. Consistent with expectations, organisational commitment partially mediated the association between psychological contract breach and organisational citizenship behaviour among medical doctors working in these two regions. The study therefore settled that organisational commitment lessened the effect of a psychological contract breach on the medical doctors’ tendency to be bad organisational citizens. The study therefore recommends managers of Ghana Health Service to consider improving the level of organisational commitment among the medical doctors.
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ŞENER, Süreyya, and Erdinç BALLI. "THE EFFECT OF ORGANISATIONAL CLIMATE ON THE AFFECTIVE COMMITMENT AND JOB SATISFACTION." Business & Management Studies: An International Journal 8, no. 3 (September 25, 2020): 3302–27. http://dx.doi.org/10.15295/bmij.v8i3.1599.
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Organisational climate is expressed as the atmosphere/mood perceived indirectly or directly by the employees of the organisation. Organisational climate may be useful on several organisational variables, especially the behaviours and attitudes of the employees within the organisation. In this study, the organisational climate's effect on affective commitment and job satisfaction was investigated. The data were collected with a survey applied to 362 employees who were working in 4 or 5-star hotel enterprises in Adana and Mersin. Consequently, it was discovered that there is a significant positive relationship between the organisational climate, affective commitment (r=0,661; p<0.001) and job satisfaction (r=0,766; p<0.001) of the employees, and that the organisational climate affects the organisational commitment (R2=0,455) and job satisfaction (R2=0,596) levels of the employees in a positive way. Moreover, as a result of the multilinear regression analyses, the dimensions of organisational structure, rewarding, work environment and support, which are among the sub-dimensions of the organisational climate, were seen to play a role in the affective commitment and job satisfaction of the employees.
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Massey, Brian L., and Jacqui Ewart. "Australian Journalists and Commitment to Organisational Change: A Longitudinal Study." Media International Australia 132, no. 1 (August 2009): 16–28. http://dx.doi.org/10.1177/1329878x0913200104.
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This paper investigates the commitment of journalists to change programs, which is a previously unexplored aspect of organisational change. Studies of organisational change in newsrooms have until now focused on journalists' attitudes to change, rather than their commitment to change. This paper draws on the findings of a longitudinal survey of Australian journalists involved in an ongoing corporate change program in order to enrich the literature and theory-building around corporate change in media organisations. The organisational science literature is used to explore whether commitment to change operates among journalists in similar ways to other types of workers. The data are drawn from three annual surveys of journalists in 14 newsrooms operated by the Australian corporation APN News & Media. The paper explores the trajectory of the journalists' commitment to APN's corporate-change program across more than three years of change. Although the study is limited in that it examines only one media organisation's change program, it has implications for those researching in the field of organisational change in newsrooms — particularly at a theoretical level. It also has practical implications for those managing, planning and implementing change at the newsroom level.
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Enginyurt, Ozgur, Soner Cankaya, Kadir Aksay, Taner Tunc, Bozkurt Koc, Orhan Bas, and Erdal Ozer. "Relationship between organisational commitment and burnout syndrome: a canonical correlation approach." Australian Health Review 40, no. 2 (2016): 181. http://dx.doi.org/10.1071/ah14177.
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Objective Burnout syndrome can significantly reduce the performance of health workers. Although many factors have been identified as antecedents of burnout, few studies have investigated the role of organisational commitment in its development. The purpose of the present study was to examine the relationships between subdimensions of burnout syndrome (emotional exhaustion, depersonalisation and personal accomplishment) and subdimensions of organisational commitment (affective commitment, continuance commitment and normative commitment). Methods The present study was a cross-sectional survey of physicians and other healthcare employees working in the Ministry of Health Ordu University Education and Research Hospital. The sample consisted of 486 healthcare workers. Data were collected using the Maslach Burnout Inventory and the Organisation Commitment Scale, and were analysed using the canonical correlation approach. Results The first of three canonical correlation coefficients between pairs of canonical variables (Ui , burnout syndrome and Vi, organisational commitment) was found to be statistically significant. Emotional exhaustion was found to contribute most towards the explanatory capacity of canonical variables estimated from the subdimensions of burnout syndrome, whereas affective commitment provided the largest contribution towards the explanatory capacity of canonical variables estimated from the subdimensions of organisational commitment. Conclusions The results of the present study indicate that affective commitment is the primary determinant of burnout syndrome in healthcare professionals. What is known about the topic? Organisational commitment and burnout syndrome are the most important criteria in predicting health workforce performance. An increasing number of studies in recent years have clearly indicated the field’s continued relevance and importance. Conversely, canonical correlation analysis (CCA) is a technique for describing the relationship between two variable sets simultaneously to produce both structural and spatial meaning. What does this paper add? To our knowledge, CCA has not been used to determine the relationships between burnout and organisational commitment of physicians and other healthcare staff. Accordingly, the present study adds information regarding the relationship between burnout and organisational commitment variables determined using CCA. This analysis is used to describe the relationship between two variable sets simultaneously and allows for an easy method of interpretation. What are the implications for practitioners? Burnout syndrome is a major threat to both the health workforce and its organisations. In addition, it affects the quality and effectiveness of health care. Thus, the findings of the present study offer a solid foundation from which actions to decrease burnout levels in healthcare professionals can be implemented by successfully increasing levels of organisational commitment.
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Hsiao, Aaron. "Minorities’ job satisfaction and organisational commitment in hospitality industry." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 211–26. http://dx.doi.org/10.1108/ijcthr-01-2016-0010.
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Purpose The purpose of this paper was to explore whether organisational diversity is associated with minority employee attitudes (i.e. job satisfaction and organisational commitment) in Taiwan and to illustrate if macro-structural inquiry is applicable in the Asian context. Design/methodology/approach This paper utilised a quantitative methodology which consisted of a self-administered survey developed using relevant information from the existing literature. A total of 305 valid surveys were received from the 22 participating Taiwanese hotels and the target population was composed of hotel employees from all departments within the hotels. Descriptive data analysis using SPSS were performed to analyse the data. Findings The findings illustrate that ethnic diversity levels in hotels predict more of the variation in employee attitudes than the remaining types of organisational diversity. In organisations with high and medium levels of organisational diversity, indigenous employees reported significantly higher levels of job satisfaction than did non-indigenous employees; female employees ranked organisational commitment significantly higher than male employees. Research limitations/implications The paper is limited in its findings and explanations to a group of employees in Taiwanese context, and the research findings may not be applicable to all Asian countries. However, this paper displays considerable evidence of the positive impacts in a North-East Asian setting of organisational diversity suggested by literature derived from a Western context. Additionally, the current research did not investigate the impact of diversity policies on employee attitudes. The future research could examine whether equal opportunity and affirmative action are achievable in attracting or retaining ethnic and other minority employees. Practical implications One implication is that organisations should have human resource management policies and training programs (e.g. conflict resolution, problem-solving and team capacity building) that recognise natural differences in groups to capture the positive consequences of heterogeneity. In other words, conflict among diverse employees in the organisation should be managed to enhance the positive effect of diversity on performance. Originality value The results of the research provide evidence for managing diversity by increasing levels of heterogeneity in the workforce. This paper also argues that organisations need to incorporate equal opportunity requirements, training and education programs into policy and strategic initiatives. This paper displays considerable evidence of the positive impacts in a North-East Asian setting of organisational diversity suggested by literature derived from a Western context.
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Farzaneh, Jaleh, Ali Dehghanpour Farashah, and Mehdi Kazemi. "The impact of person-job fit and person-organization fit on OCB." Personnel Review 43, no. 5 (July 29, 2014): 672–91. http://dx.doi.org/10.1108/pr-07-2013-0118.
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Purpose – Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship. Design/methodology/approach – Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Findings – Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB. Practical implications – This research has implications for approaches to human resource management in organisations. Originality/value – This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.
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Wijnmaalen, Julia, Liesbet Heyse, and Hans Voordijk. "Organisational commitment and turnover intentions in humanitarian organisations." International Journal of Human Resources Development and Management 16, no. 1/2 (2016): 47. http://dx.doi.org/10.1504/ijhrdm.2016.075372.
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Kayani, Bilal Nawaz, and Umar Nawaz Kayani. "Factors Affecting Organizational Commitment of Employees: Evidence from Pakistan." Australian Journal of Business and Management Research 6, no. 1 (May 3, 2021): 13–27. http://dx.doi.org/10.52283/nswrca.ajbmr.20210601a02.
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Organizational commitment is important for overall performance of an organization and wellbeing of its employees. Organisational commitment has gained much importance and it can lead to the positive and favourable outcomes for an organisation like improved employees’ performance, increased organisational effectiveness, decreased employee turnover ratio, increased organisational financial revenues and decreased absenteeism among employees. This study identifies the important organisational factors from prior literature and using a questionnaire survey examines the influence of these factors on the organisational commitment among employees of software industry of Pakistan. Results revealed that all the identified factors except gender affects organisational commitment among the employees of software industry of Pakistan. Recommendations were also made for making the organizational commitment practices and their implementation more vibrant and stronger within an organization based on research results and in relation with prior research studies. A summary table with all the identified factors is presented in this paper for helping other researchers doing research for knowing about different factors that can affect organizational commitment.
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Ferreira, Nadia, and Ingrid Potgieter. "Facets of Fit, Flourishing and Organisational Commitment as Explanatory Mechanisms of Talent Retention in the Hospitality Industry." African Journal of Hospitality, Tourism and Leisure 10(4), no. 10(4) (August 31, 2021): 1110–27. http://dx.doi.org/10.46222/ajhtl.19770720-152.
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The objective of the study was to explore the relationship between the concepts, “fit”, “flourishing” and “organisational commitment”, in order to inform talent retention within the hospitality industry. In addition, the study aimed to determine whether demographic variables and the facets of “fit” and “flourishing” can predict organisational commitment of employees. The study utilised a non-probability convenience sampling method (N = 389) to select employees from the hospitality industry across the Indian Ocean (Maldives, Seychelles, Mauritius and Madagascar). The sample was mostly local Mauritian males. Bivariate correctional analysis revealed positive relationships between the facets, “fit”, “flourishing” and “organisational commitment”, in the hospitality industry and further indicated that the demographic variables, and the facets of “fit” and “flourishing” can positively and significantly predict organisational commitment. The findings contribute new insights into the constructs of “fit”, “flourishing” and “organisational commitment” and extends research on antecedents of organisational commitment. These findings provide valuable talent retention recommendations for the hospitality industry. Organisations in the hospitality industry could apply these results and recommendations to effectively develop interventions for retaining their employees by taking into consideration the aspects of fit, flourishing and organisational commitment of their employees.
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Ferreira, Nadia, and Ingrid Potgieter. "Facets of Fit, Flourishing and Organisational Commitment as Explanatory Mechanisms of Talent Retention in the Hospitality Industry." April 2021, Volume 10(2) (April 30, 2021): 441–58. http://dx.doi.org/10.46222/ajhtl.19770720.110.
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The objective of the study was to explore the relationship between the concepts, “fit”, “flourishing” and “organisational commitment”, in order to inform talent retention within the hospitality industry. In addition, the study aimed to determine whether demographic variables and the facets of “fit” and “flourishing” can predict organisational commitment of employees. The study utilised a non-probability convenience sampling method (N = 389) to select employees from the hospitality industry across the Indian Ocean (Maldives, Seychelles, Mauritius and Madagascar). The sample was mostly local Mauritian males. Bivariate correctional analysis revealed positive relationships between the facets, “fit”, “flourishing” and “organisational commitment”, in the hospitality industry and further indicated that the demographic variables, and the facets of “fit” and “flourishing” can positively and significantly predict organisational commitment. The findings contribute new insights into the constructs of “fit”, “flourishing” and “organisational commitment” and extends research on antecedents of organisational commitment. These findings provide valuable talent retention recommendations for the hospitality industry. Organisations in the hospitality industry could apply these results and recommendations to effectively develop interventions for retaining their employees by taking into consideration the aspects of fit, flourishing and organisational commitment of their employees.
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Sehunoe, Norah, Rian Viviers, and Claude-Helene Mayer. "Job satisfaction, organisational commitment and work engagement in an insurance company." African Journal of Employee Relations (Formerly South African Journal of Labour Relations) 39, no. 2 (February 19, 2019): 123–44. http://dx.doi.org/10.25159/2520-3223/5875.
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Retaining talented employees and keeping them healthy and well are increasingly important challenges for organisations in the age of the knowledge worker. Organisations are interrogating aspects such as the reasons why some employees are more satisfied, committed and engaged to their organisations than others. Another question is: what should managers do to ensure employee wellness within their organisations? This study explores the relationship between job satisfaction, organisational commitment and work engagement. Spector’s (1997) Job Satisfaction Survey, Allen and Meyer’s (1990) Organisational Commitment Questionnaire and Schaufeli and Bakker’s (2004) Utrecht Work Engagement Scale were administered to a sample of 220 employees from a South African insurance company. The findings show mixed results with regard to significant correlations between job satisfaction, organisational commitment and work engagement. The majority of the findings suggest that there are significant correlations, of a large and medium effect, between scales, including a number of positive relationships of varying strength between job satisfaction, organisational commitment and selected components of work engagement. The findings could benefit organisations as they could contribute to a better understanding of what motivates their workers, particularly their levels of satisfaction, commitment and engagement, and what the combined effect of these might be on the retention and wellness of employees.
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Fayda-Kinik, F. Sehkar. "The role of organisational commitment in knowledge sharing amongst academics: an insight into the critical perspectives for higher education." International Journal of Educational Management 36, no. 2 (January 25, 2022): 179–93. http://dx.doi.org/10.1108/ijem-03-2021-0097.
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Purpose This study investigates the interrelationships between the components of perceived organisational commitment (affective, continuance and normative commitment) and knowledge sharing (KS) intentions, attitudes and contributions amongst academics. It was hypothesised that organisational commitment has a positive mediating role in KS behaviours.Design/methodology/approach To reveal the interrelationships between the components of perceived organisational commitment and KS, a correlational research design through path analysis was employed.Findings There were significant correlations between organisational commitment components and KS. Participants with higher perceived affective commitment had higher levels of KS intentions. Similarly, participants with higher perceived normative commitment had higher levels of attitudes towards KS. However, higher levels of perceived continuance commitment were related to lower levels of expected contributions to KS.Research limitations/implications The study was limited to participants working for a state university in Turkey. In Turkish state universities, continuance and normative commitment may be regarded differently due to unique working conditions.Practical implications The results revealed that commitment to an organisation facilitates KS in higher education institutions, which suggests that administrators and practitioners should increase organisational commitment to create a working environment with more KS.Originality/value Although organisational commitment and KS have been investigated in educational settings previously, this study contributes to the literature by discovering the specific interrelationships between these factors, offering a more complete picture that could be beneficial for practice.
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Folakemi, Ohunakin. "Human resource management practices and organisational commitment: employees’ perspective in the Nigerian hospitality sector." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 13, 2018): 246–55. http://dx.doi.org/10.18844/prosoc.v4i10.3090.
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Employee commitment to the organisation is one of the major tools for building organisational capabilities towards gaining competitive advantage and effectiveness over others in any industry. However, this requires effective human resource management practices, thereby leading to favourable and enhanced organisational outcomes. This study seeks to examine the impact of three human resource management practices including: performance management, compensation system, and teamwork, on employee organisational commitment. To proffer a solution to the aforementioned objective, paper and pen data collection was done for 312 employees in six selected guesthouses in south-west Nigeria. SPSS and structural equation modelling (SEM) were used for analysing the data collected. The outcomes revealed positive and statistical significant effect of human resource management practices on the employee organisational commitment. This study concludes that, performance management, compensation system and teamwork play major role in boosting the employees’ organisational commitment in the study sector. Keywords: Performance management, compensation system, teamwork, organisational commitment, hospitality sector.
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Mokhtar, Ridwan, Sylvia Nabila Azwa Ambad, Sharifah Nurafizah Syed Annuar, and Nelson Lajuni. "Perceived Organisational Support and Organisational Commitment among Oil and Gas Offshore Employees in Malaysia." International Journal of Human Resource Studies 10, no. 4 (November 4, 2020): 168. http://dx.doi.org/10.5296/ijhrs.v10i4.17914.
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With the fast growth of business and rapid changes in the economic landscape, organisational commitment remains an important subject to be discussed in any part of an organisation. Thus, the present study examines the effects of perceived organisational support on organisational commitment among offshore employees in Malaysia. A study was conducted by distributing online questionnaire via Google Forms among offshore employees. A total of 246 completed responses were collected, and data collected were then analysed using PLS-SEM 3.3.2. The outcomes suggest that all dimensions of perceived organisational support have a significant relationship towards organisational commitment among offshore employees in Malaysia, except for supervisor support.
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Podnar, Klement, and Urša Golob. "THE TWIN FOCI OF ORGANISATIONAL IDENTIFICATION AND THEIR RELEVANCE FOR COMMITMENT: A STUDY OF MARKETING COMMUNICATIONS INDUSTRY." Journal of Business Economics and Management 16, no. 1 (December 16, 2014): 214–27. http://dx.doi.org/10.3846/16111699.2013.791636.
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The purpose of this paper is to distinguish the two foci of organisational identification and to explore relations among employees’ groups and corporate identification, perceived external prestige, and organisational commitment. Structural equation modelling was applied to data collected by questionnaire from a sample of 145 respondents employed in advertising agencies, to test the relationships between the researched concepts. Organisational identification comprises identification with the organisation both as a collective of individuals and as a social entity. Perceived external prestige augments corporate identification and helps to explain organisational commitment. A strong positive link between corporate identification and organisational commitment was also found. The findings suggest a means for marketing strategists and general managers to predict the consequences of managing reputation for employees and to undertake appropriate initiatives to enhance corporate identification inside the company and thus influence organisational commitment and corporate performance.
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Garg, Ajay K., and D. Ramjee. "The Relationship Between Leadership Styles And Employee Commitment At A Parastatal Company In South Africa." International Business & Economics Research Journal (IBER) 12, no. 11 (October 29, 2013): 1411. http://dx.doi.org/10.19030/iber.v12i11.8180.
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The influence of leadership style on employee commitment for the organisation has not been adequately addressed in the Parastatal companies in South Africa. A need therefore exists for greater understanding of the relationship between the leadership style and work-related attitudes (such as employee commitment) in order to develop a leadership style that will encourage organisational commitment. This study examined the relationship between leadership style, and employee commitment. Managers and their subordinates participated in the study. 348 questionnaires were distributed, 58 to managers and 290 to their subordinates. Final data for analysis included responses from 197 participants (34 managers, and 163 subordinates). 163 respondents rated their managers leadership behaviour on Bass and Avolios (1997) multi-factor leadership questionnaire (MLQ) and Meyer and Allens (1997) organisational commitment questionnaire (OCQ). A series of statistical procedures were followed to analyse the data. Hypotheses were tested on two levels. First, correlations among managers and subordinates with regard to the MLQ, and then the MLQ versus the OCQ. Results revealed a weak positive yet significant relationship between transformational leadership and affective commitment, normative commitment and continuance commitment. Transactional leadership had a weak but significant positive correlation with normative commitment, and Laissez-faire results indicated a weak negative yet significant correlation to affective commitment and normative commitment. Overall findings from this study suggest that leadership styles do play important roles in determining levels of affective commitment, continuance commitment and normative commitment. This study contributes to the bank of findings relating to the development of leadership and organisational commitment, not only in South Africa, but within the Parastatal organisations in particular.
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Salminen, Hanna, Mika Vanhala, and Pia Heilmann. "Work-related attitudes as antecedents of perceived individual-, unit- and organisation-level performance." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 577–95. http://dx.doi.org/10.1108/ijoa-05-2016-1028.
Full textAbstract:
Purpose The purpose of this paper is to the debate on employees’ subjective performance evaluations by examining how organisational commitment and job satisfaction are related to perceived performance at the individual, unit and organisation levels. Design/methodology/approach Quantitative survey data were collected from two large corporations in Finland: one operating in the field of information and communications technology and the other in the forestry industry. The partial least squares (PLS) method was used for the data analyses. Findings Both job satisfaction and organisational commitment had a positive effect on employees’ perceived individual-, unit- and organisation-level performance. These effects were the strongest at the organisation level. Originality/value To date, limited attention has been paid to perceived individual-, unit- and organisation-level performance as a consequence of organisational commitment and job satisfaction.
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Rae, Kirsten, John Sand, and David Gadenne. "The Association between Organisational Commitment And Corporate Social Responsibility-Environmental Performance Within an Integrated Sustainability Balanced Scorecard Framework." Issues In Social And Environmental Accounting 9, no. 1 (March 31, 2015): 32. http://dx.doi.org/10.22164/isea.v9i1.98.
Full textAbstract:
This study investigates whether organisational commitment is associated with organisations‘CSR performance within sustainability aspects of their internal process. A structural equation model (SEM) tested two sequential direct associations between: (1) senior management employees‘ affective and continuance organisational commitment and organisations‘ conventional value-creating internal processes; (2) conventional value-creating internal processes and organisations‘ CSR performance within sustainability value-creating internal process. The SEM results show an indirect association between affective commitment and CSR performance within sustainability value-creating internal process, which is mediated by the conventional value-creating internal processes. The findings support an integrated sustainability internal process within a sustainability balanced scorecard (SBSC) as depicted in Kaplan and Norton‘s strategy map. Organisations may develop internal processes that promote CSR outcome characteristics when employees possess higher levels of affective organisational commitment. Future research could investigate a broader range of environmental outcomes within CSR performance.