What keeps private schools ahead The interplay of HRM practices and affective commitment

Although the field of Human Resource Management has been extensively studied in the previous decades, still remaining theoretical and methodological questions are yet to be answered. These questions were found to evolve around how to conceptualize and operationalize HRM as well as the mechanism through which HRM affects performance. Consequently, numerous models were proposed to address these questions and among which the AMO model is considered the one that grasp the attention of many scholars. The current study, therefore, aims to address these questions by investigating the mediating effect of employees’ Ability (A), Motivation (M), and Opportunity to participate (O) model on the relationship between HRM system and employees’ affective commitment. An abstract level of HRM system was operationalized and hypothesized to have an indirect effect on employees’ affective commitment via the AMO model. A cross-sectional data was gathered through a questionnaire survey distributed to 800 employees working in the telecommunications sector in Kuwait. Structural equation modelling (SEM) via AMOS22 was used to build and test the hypothesized model. The confirmatory factor analysis (CFA) has revealed that the abstract level HRM system is better conceptualized as having three categories namely, Skill enhancing HRM practices, Motivation enhancing HRM practices, and Empowerment enhancing HRM practices. Moreover, the results have indicated that HRM system significantly and positively affect employees’ ability, motivation, and opportunity to participate. More importantly, the results have supported that the relationship between HRM system and employees’ affective commitment is partially mediated by the AMO model. This study has contributed to the field of Human Resource Management by empirically justifying the critical role that employees’ ability, motivation, and opportunity to participate (AMO) have in increasing employees’ affective commitment. Accordingly, the current study is directing the attention of the telecommunications companies’ managers toward designing their HRM system in ways that increase the three dimensions of the AMO model, which inn turn could result in increased level of commitment.

The long-term success of organizations is mainly attributable to employees’ psychological health. Organizations focusing on promoting and managing the flow (an optimal experience and optimal functioning state) may enhance employees’ well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow (i.e., intrinsic motivation, absorption, and work enjoyment) is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM (HIHRM) practices (i.e., recognition, empowerment, information sharing, fair rewards, and competence development) in activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace.

Background – The business world is increasingly focusing on sustainability and environmentally friendly human resource management. The practice of Green Human Resource Management (Green HRM) is a crucial strategy for enhancing the image of a socially and environmentally responsible organization. Green HRM not only fosters concern for the environment but also shapes pro-environmental behavior in the workplace, enhances employee engagement, and increases job satisfaction, ultimately affecting employee retention. Aim – This study aims to analyze the influence of Green Human Resource Management (Green HRM) and Organizational Support on employee retention rates in manufacturing small and medium-sized enterprises (SMEs), examining both direct and indirect effects through the mediating roles of work engagement, job satisfaction, and affective commitment. Design/ Methodology/ Approach – This study employs a quantitative approach with a survey design to investigate the relationship between Green Human Resource Management (GHRM), Organizational Support, Affective Commitment, and Employee Retention in manufacturing SMEs in Malang. The research sample consisted of 149 permanent employees, selected using purposive sampling based on specific criteria. Data was collected through an online questionnaire with a 5-point Likert scale. The research instrument has been tested for validity and reliability. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the direct and indirect relationships between variables in the research model. Findings – This study found that Green HRM has a positive and significant effect on employee affective commitment, and affective commitment has a positive effect on employee retention. However, the direct influence of Green HRM on employee retention is not significant without the mediation of affective commitment. In contrast, organizational support has no significant effect on affective commitment or employee retention. These findings confirm that employee emotional commitment is a key factor in strengthening the relationship between Green HRM practices and employees' decisions to stay in the company. Conclusion – This research emphasizes the importance of developing sustainability-based human resource management strategies to strengthen employee emotional attachment, which ultimately supports efforts to retain the workforce in the manufacturing SME sector. Research implication – This research suggests that Green HRM practices are effective in increasing employee retention through affective commitment. In the future, management studies should focus more on integrating sustainability into human resource (HR) strategies to enhance organizational loyalty and competitiveness. Limitations – The variables analyzed only included Green HRM, organizational support, engagement, job satisfaction, and affective commitment, so other factors that may affect employee retention, such as leadership style or organizational culture, have not been explored.

<p style="text-align:justify">The main purpose of this paper is to examine the effect of ethical leadership on teachers’ job satisfaction, and affective commitment in an education sector. This study proposes that ethical leadership has a significant and positive effect on overall job satisfaction and affective commitment. Moreover, it suggests that ethical leadership has an influence on overall job satisfaction and affective commitment. In this study, the relationships among the variables were evaluated using correlation, and regression analysis. The results which is based on a sample of 150 teachers from four private schools in Pakistan demonstrate that overall job satisfaction has a significant and positive influence on affective commitment, whereas, marriage as a demographic variable has a positive effect on overall job satisfaction and affective commitment.</p>

The last decade has seen a burgeoning research literature emerge investigating the link between high commitment work systems and organisational performance. Encouraged by numerous reports of a substantive statistical association between high commitment management (HCM) practices and enhanced organisational performance, HRM researchers have become increasingly assertive in their claims that HRM contributes to a firm's bottom line. However, despite the strong empirical evidence to support such claims, there remain significant gaps in our understanding of the HRM-performance relationship. In particular, the research leaves a number of questions unanswered in terms of when and how HR impacts on the performance of the firm. The current program of research investigated four such questions in particular: the potential for high commitment management to impact change in firm performance, the universal versus contingent conditions under which high commitment work systems impact firm performance, the mechanisms or processes through which high commitment work systems influence performance, and finally, the role that employees' shared perceptions of HRM play in HRM-outcome relations. To examine these extant issues, five empirical studies conducted at the organisational, group and individual levels of analysis were conducted, the results of which are presented in this thesis. Study 1 investigated whether high commitment management practices are related to changes in firm performance in a sample of 275 Australian companies. The study used both subjective and objective indicators of proximal and distal outcome variables, as well as both cross-sectional and longitudinal data. Using objective indicators of performance, greater use of HCM was associated with lower labour turnover and higher labour productivity and firm profitability. The association between HCM and labour productivity remained statistically significant after controlling for prior years' productivity. Using subjective indicators of performance, HCM was associated with HR, organisational, and financial outcomes. Moreover, the pattern of results for both subjective and objective performance indicators support theoretical accounts of the HRM-firm performance causal chain in that HRM was most strongly related to proximal outcomes like labour turnover, next most related to intermediate outcomes like labour productivity, and least related to distal outcomes like firm profitability. Study 2 investigated the potential moderating effects of a firm's capital structure on the relationship between high commitment work systems and firm performance in a sample of I 04 UK manufacturing firms. Hypotheses were drawn from a resource-based perspective on human resource management and a financial theory perspective on capital structure. Results show that a high commitment work system is significantly related to economic performance. However, this relationship was moderated by the firm's financing strategy. Firms obtained higher returns from a high commitment approach to employee management when pursing a low leveraging (debt) financing strategy, a finding consistent with modem finance theory notions that firm-specific strategic assets provide greatest value when financed primarily through equity as opposed to debt. Study 3 was conducted to examine the mediating role of perceived organisational support in the relationships between nine high commitment work practices and employee commitment. Results obtained from a sample of 246 employees from a large Australian machinery supplier indicate that relationships between selectivity in hiring, teamworking, and information sharing, on the one hand, and organisational commitment on the other, were all fully mediated by perceived organisational support. The relationship between organisational commitment and participative decision making was partially mediated by perceived organisational support. The study indicates perceived organisational support may be an important explanatory mechanism in HCM-outcome relations. Study 4 was conducted to examine a full model of the high commitment-employee outcomes relationship. Using a sample of 619 employees from a diverse range of organisations, it was found that perceived organisational support mediated the relationship between employees' perceptions of HCM practices and their affective organisational commitment. Affective commitment, in turn, mediated the relationship between perceived organisational support and employees' withdrawal intentions and proactive job performance. In terms of work performance, affective commitment was found to be predictive of proactive work performance but not in-role work performance, suggesting high commitment work practices may be particularly suited to those organisations who base their competitive strategy on a flexible and self-directed work force. Study 5 was designed to assess work unit members' shared perceptions of their organisation's HRM system, or HRM climate, as well as the effects of these perceptions on members' aggregated outcomes. Results from a sample of 66 work units showed that a more favourable HRM climate was associated with higher levels of perceived organisational support, in-role performance and citizenship behaviour, and lower levels of quit intentions and workplace deviance. Moreover, the effects of climate level were moderated by climate strength, such that the influence of work units' climate on the criterion variables was most favourable under strong climate conditions. Additional analyses revealed that trust in management and leader informing behaviour were significant predictors of climate level, whilst leader informing behaviour was a significant predictor of climate strength. Overall these findings add to our understanding of the high commitment approach to managing employees and its effect on employee outcomes and firm performance. Firstly, this research adds to what is in effect a small body of empirical research suggesting that HCM has a demonstrable effect on changes in financial performance as opposed to a simple bi-variate correlation alone. Secondly, whilst almost all research examining potential moderators of the HRM-firm performance relationship has relied upon the firm's business strategy as a key contingency variable, results of the current study suggest capital structure may be another important contingent variable in the HRM-firm performance relationship. Third, the results of this research exemplifies the need to delve into lower levels of the organisation to help explain how commitment enhancing approaches to human resource management may work to influence work outcomes. Through the use of employee surveys, employee reactions to high commitment work practices suggest such practices influence perceptions of perceived organisational support, which in turn influence employee commitment to the organisation, which ultimately influence organisationally beneficial outcomes like reduced employee propensity to quit the organisation and proactive performance. Finally, the present program of research expands on previous accounts of employee reactions to HRM by considering employees' collective experience, or climate for high commitment management practices. Findings indicate that climate for HCM can be conceptualised as a group level construct, and this construct has implications for aggregated work-unit outcomes. At a practical level, the present program of research highlights some important considerations for those attempting to improve individual, group and organisational level outcomes through the high commitment approach to managing people. Research at the organisational level, for example, highlights the need for proposed HR interventions to be considered in the context of contingent variables that go beyond a business's competitive strategy alone. Rather, support is found for the argument that for a firm's human resource investments to be value-adding, they must be integrated with other organizational functions, such as marketing, production, R&D, and, based upon the results of the present program of research- the finance function. In addition, findings at the individual and group level of analysis suggest that HRM practices, apart from serving a functional role, also play a non-instrumental role of communicating to employees that they are valued by the organisation. In effect, this suggests that HRM practices might thus serve as one means by which organisations can demonstrate their support for, or commitment to, their employees and, in tum, foster reciprocated attachment from employees. Finally, investigations conducted at the work unit level of analysis provide evidence that organisations may benefit from considering employees' shared experience of HRM. Results suggest that organisations able to create stronger climate for HRM may be able to harness greater utility from their HRM policies and practices. In the present program of research, evidence was found to suggest that both leader informing behaviour and trust in management play important roles in influencing both the favourability of employees' perceptions of HRM, as well as the extent to which such perceptions are similar across employees. The more favourable and the more similar employees' perceptions of HRM are, then the more likely an organisation is able to harness positive attitudinal and behavioural responses from employees.

This investigation focuses on the impacts of socially responsible human resource management (SR-HRM) methods on affective commitment (AC) as well as the intervening impact of perceived organizational support (POS) for this association. Primary data depending on 555 respondents owned by various socially responsible companies within in Ethiopia were gathered. The data were analyzed with Partial least squares structural equation modeling (PLS-SEM) techniques using SmartPLS to determine the hypothesized connections concerning socially responsible -HRM and affective commitment.The outcomes have uncovered that the employees’ perceptions of socially responsible human resource management (SR-HRM) practice impact affective commitment indirectly via perceived organizational support in Ethiopian setting. This research enhances the literature by analyzing the causal association concerning socially responsible HRM practices and employees' affective commitment in developing country context. Keywords : Socially responsible human resource management, affective commitment, perceived organizational support. DOI : 10.7176/EJBM/11-9-16 Publication date :March 31 st 2019

The intertwined effect of HRM practices and transformational leadership on employees’ attitudes in an M&A context: Evidence from a collaborative and mixed-methods study

Because of rapid global development, firms generally use a multiple-faceted strategy in the application of human resources. Immigrant wives have been a source of complementary manpower. Compared with the common problems of culture and life, adjustment to these jobs may be more difficult for them. Most immigrant wives in Taiwan are originally from China and experience the additional challenge of national identification. All of these difficulties in workplace decrease their commitment to firms, affect their job performance, reduce their willingness to contribute their capabilities, and eventually increase social costs. To manage the critical HRM issue, this study initially explored P-E fit and affective commitment by conducting empirical research on 300 Chinese immigrant wives in Taiwan. The findings reveal that their PE-Fit positively affects their affective commitment to firms; similarly, their national identification to Taiwan strengthens the stated results. However, the different dimensions of P-E fit had different influence effects. The implications of this study will benefit future research on immigrant employees and HRM practices.

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

This study aims to to measure and explain the practice of implementing Sustainable HRM to improve Organizational Citizenship Behavior by using the variables of Quality of Work-Life (QWL) and Affective Commitment, especially in the automotive retail industry. Data analysis uses a path to show a specific relationship between exogenous variables, which are variables (X), endogenous variables which are effect variables (Y), and implicit variables (ϵ). This data was collected through an array of questions to be answered by replies from as many as 59 motorcycle automotive retail company employees. The QWL and affective commitment have a favourable and considerable impact on OCB in employees. External influences still need to be followed up by further research, which can complement the determination of OCB in addition to QWL and Affective Commitment. Subsequent research focuses on environmental performance management, the design of training and development, and environmental organizational culture.

In this study, we understand HRM implementation as a social process that depends on the social exchange relationships between line managers and both HRM professionals and employees. As such, we offer a fresh approach to understanding HRM implementation by concentrating on the social exchange among HRM actors. We do so by investigating to what extent these exchange relationships influence HRM implementation, as reflected in employees’ perceptions of the presence of HRM practices and their affective commitment. We collected multilevel data from two sources (line managers and employees) and in two phases in a Dutch engineering firm, and obtained fully matched manager – employee information from 75 employees and 20 line managers. Our results show that employees perceive a larger number of HRM practices when they have a good relationship with their line managers and when their line managers are motivated to implement HRM practices. Line managers, in turn, reciprocate perceived support from the HRM department with greater motivation to implement these practices. We conclude that because HRM actors engage in social interactions, HRM practices will be implemented at the organizational level because employees perceive the presence of HRM practices and then reciprocate this with affective commitment.

Due to the importance of knowledge transfer in enhancing competitive advantage of firms, organizations are increasingly developing strategies for effective knowledge transfer. This study examined the relationship between high-performance HRM and knowledge transfer as well as the mediating effect of affective commitment on this relationship. The study is based on data from 136 mangers drawn from six banks in Nigeria. Through the use of regression analysis and mediation analysis using PROCESS macros, we report a positive relationship between highperformance HRM and knowledge transfer. We also found a positive relationship between affective commitment and knowledge transfer. In turn, affective commitment mediated the relationship between high-performance HRM and knowledge transfer. The study therefore concluded that highperformance HRM contributes to knowledge transfer directly and indirectly through affective commitment.

This study examines the relationship between dark leadership behaviors demonstrated by school administrators and organizational commitment among teachers in the education sector. Dark leadership is conceptualized through the “Dark Triad” personality traits (narcissism, Machiavellianism, and psychopathy) which reflect manipulative, self-centered, and callous interpersonal tendencies. A correlational research design was employed to analyze data collected from 300 teachers working in public and private schools across Türkiye during the 2024–2025 academic year. Quantitative data were obtained using the Dark Triad Scale and the Three-Component Model of Organizational Commitment Scale. Findings indicate a significant negative correlation between dark leadership and affective commitment (r = −0.52, p < 0.01), as well as a weaker but still negative association with normative commitment. Regression analysis reveals that dark leadership is a significant predictor of reduced organizational commitment (β = −0.47, R² = 0.29), explaining nearly 30% of the variance. Furthermore, independent samples t-tests and one-way ANOVA results show statistically significant differences in commitment levels based on school type and years of professional experience. The study highlights the detrimental impact of toxic leadership on teachers’ motivation, emotional attachment to their institutions, and psychological well-being. These findings emphasize the importance of integrating ethical leadership training into professional development programs for school leaders. Additionally, supportive organizational policies are recommended to cultivate a positive school climate and enhance teacher retention. Keywords: dark leadership, organizational commitment, education, teachers, toxic leadership, affective commitment.

Notably, social-psychological approaches such as relative deprivation theory (personal and collective) and social exchange theory posit that there exists a negative association between women discrimination in HRM practices and organizational commitment. It is pertinent to note that the study of organizational commitment is significant across behavioral and attitudinal perspectives as well as differing conceptualizations. Considering this, the present study aims to investigate the causal linkages between women discrimination in HRM practices and the three-component model (TCM) of organizational commitment in the Indian banking sector. To test the hypothesized relationships, partial least squares structural equation modeling (PLS-SEM) was used on a sample of 394 women employees from the following banks in Northern India—State Bank of India, Punjab National Bank, Housing and Development Finance Corporation Bank, and Jammu and Kashmir Bank. The results obtained revealed that women discrimination in HRM practices has a significant negative impact on all three components of the TCM approach of organizational commitment—affective commitment, continuance commitment, and normative commitment. Specifically, the negative effect was found more on affective commitment and normative commitment, unlike continuance commitment. Consequently, the current study has thrown light on theoretical and managerial implications along with directions for future research.

Even though several differences exist between co-operatives and capitalist enterprises, such as the democratic governance style of the co-operatives, both types of enterprises compete with each other. In this context, how can the co-operatives distinguish themselves from private enterprises? Based on the AMO bundles model (for Abilities, Motivation and Opportunity to participate) and on the three-component model of organizational commitment, this study collected data from 578 respondents of financial service co-operatives in eastern Canada. This research had two primary objectives. First, it seeks to examine if employees perceive a co-operative difference through HRM practices which influences their commitment. Second, it aims to evaluate the relations between HRM practices, employees’ perception of a co-operative difference, and their organizational commitment through the influence of some socio-demographic variables. The main findings are that: (1) the employees perceived a co-operative difference through HRM practices that influenced their commitment; (2) the more the employees had work experience, the more they perceived a co-operative difference, and the more they displayed affective and normative commitment; (3) the higher the hierarchical status of the employees, the less they displayed calculative commitment; (4) the employees with union membership displayed lower affective and normative commitment.