Abstract
Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment. Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM. Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust. Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment. Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.
Highlights
In organisational settings, employees’ willingness to remain in their organisations and address organisational objectives and goals is a crucial factor in influencing organisational effectiveness (Meyer & Allen, 1997; Robinson, Perryman, & Hayday, 2004; Yahaya & Ebrahim, 2016)
We study how employee trust interacts with line manager communications (LMCs) to account for affective organisational commitment
Data were collected through an online survey, the link to which was generated in Qualtrics and emailed to contacts working in financial services organisations in South Africa
Summary
Researchers are yet to pay particular attention to the role of internal line manager communications (LMCs) in predicting organisational commitment under important mediating mechanisms (Karanges, Johnston, Beatson, & Lings, 2015). Continuous, trustful and transparent communication between line managers and employees helps to reinforce good relationships and, as a consequence, contributes to employee commitment (Al Mehrzi & Singh, 2016; Jha & Kumar, 2016) Such linkages have not been sufficiently examined (see Johlke & Duhan, 2000; Togna, 2014; Van Vuuren, De Jong, & Seydel, 2007).
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