Collective Organizational Commitment Research Articles

DIVERSITY IN THE WORKPLACE: IMPLICATIONS FOR COLLECTIVE ORGANIZATIONAL COMMITMENT IN NIGERIAN PUBLIC SECTOR ORGANIZATIONS

Objective: The objectives of this study are: 1. evaluate the effect of job-related diversity on collective organizational commitment in public sector organizations in Nigeria; 2. evaluate the effect of cultural diversity on collective organizational commitment in public sector organizations in Nigeria. The aim of the study is to examine diversity in the workplace to achieve collective organizational commitment in public sector organizations in Nigeria. Theoretical Framework: In this topic, the main concepts and theories that underpin the research are presented. The theory that is related to this work having reviewed some theories is the Social Identity Theory. Social identity theory is a social psychological theory that is utilized in organizations to obtain high employee performance. Social identity theory gives more understanding of diversity in terms of understanding the role of group divisions in organization. Method: The study relied on a self-developed structured questionnaire as the instrument for data collection. Using SPSS version 20 software, descriptive statistics and multiple regression analysis were used to assess the data and statistically analysed the data that had been collected. Results and Discussion: The findings revealed that job-related diversity has a significant effect on collective organizational commitment in public sector organizations in Nigeria (β=0.077, p<0.05), and that cultural diversity has no significant effect on collective organizational commitment in public sector organizations in Nigeria (β =0.030, p>0.05). Originality/Value: Previous studies had focused on different types of diversity and their attributes, but have not adequately addressed the factors that can strengthen the relationships. This study to filled this gap by examining the impact of workplace diversity on organizational commitment in the Nigerian Public Sector Organizations. The research also highlighted the need for a combination of cultural and experiential factors to understand the challenges faced by employees in a diverse workplace..

Contribution of leadership, organizational commitment and organizational culture to improve the quality of higher education

Objective of the study: The low quality of higher education in Indonesia has been a concern as well as a shared responsibility to fix it from an early age. Lack of maximum leadership, low organizational commitment, and organizational culture have had an impact on the implementation of an internal quality assurance system. This study intends to examine whether there is a direct or indirect effect of leadership and organizational commitment on the implementation of an internal quality assurance system mediated by organizational culture in state universities.Methodology/Approach: This research uses quantitative methods with a path analysis design. Each value of the effect of exogenous and endogenous variables is tested and analyzed descriptively and path analysis to show the contribution made by each variable studied. Data were collected through a questionnaire with a sample of 221 from a population of 340 populations spread across three state universities in Ambon city, Maluku province, Indonesia.Originality/Relevance: Organizational culture plays an important role to mediate and contribute to the leadership and organizational commitment to create situations and encourage the participation of all elements in the application of the internal quality assurance system in higher education. Main results: The quality of higher education is determined by many factors, but by increasing the role, performance, competence, and leadership style and supported by organizational commitment in an affective, normative, and sustainable manner, the organizational culture becomes one of the frameworks for every university to improve quality and competitiveness in a planned manner. and continuous.Theoretical/methodological contributions: Universities need leadership that is able to encourage and increase collective organizational commitment and culture to achieve sustainable higher education quality. Social/management contributions: The results of this research can be a new breakthrough for each faculty, department, and the department to prepare prospective professional leaders, build solidarity and display a dynamic, creative, and innovative academic culture.

Clash of the climates: Examining the paradoxical effects of climates for promotion and prevention

AbstractOrganizations often communicate seemingly paradoxical strategic imperatives to their employees that reflect a focus on promotion (take risks) and prevention (be prudent), as outlined by regulatory focus theory. When consistently emphasized and reinforced in an organization, these strategic inclinations can emerge as divergent climates for promotion and prevention that cloud the organization's perceived identity and reduce collective organizational commitment among employees. With a coherent organizational identity acting as both a sensemaking tool and a means of potential self‐enhancement for employees, we use social identity theory to hypothesize that similarly emphasized promotion and prevention climates are negatively related to employees’ collective organizational commitment and indirectly, negatively related to organizational productivity. We test our hypotheses in a sample of 107 manufacturing organizations, using polynomial regression with response surface analysis to examine how similarly emphasized promotion and prevention climates relate to collective commitment and organizational productivity. Our analyses reveal that as organization‐level promotion and prevention climate scores became more similar, collective organizational commitment decreases. Furthermore, we find that similarly emphasized promotion and prevention climates are negatively related to organizational productivity via collective commitment. We reconcile these findings with the organizational paradox and ambidexterity literatures and implicate promising avenues for future research.

Not all differentiation is the same: Examining the moderating effects of leader-member exchange (LMX) configurations.

Leaders often influence whether an employee stays or quits and yet research in collective turnover, or turnover at the work-unit level, has neglected leadership as a key antecedent. In the current study we examine how the quality of leader-member relationships within a group (i.e., leader-member exchange, LMX) influences building a shared mindset of collective organizational commitment and ultimately influences collective turnover. We build on a key tenet of LMX theory that leaders form differentiated relationships with followers and propose that not all LMX differentiation is the same and therefore, researchers must take into account the configuration, or mix of high and low LMX relationships, within a group. We expect LMX configurations will moderate the influence of LMX differentiation on collective turnover through the mechanism of collective organizational commitment. We find 5 configurations of LMX relationships, including a bimodal, solo-status low LMX, solo-status high LMX, and 2 fragmented configurations. As hypothesized, LMX differentiation positively relates to collective organizational commitment and negatively relates to collective turnover in a solo-status low LMX configuration and a fragmented LMX configuration, and negatively relates to collective organizational commitment and positively relates to collective turnover in a bimodal configuration. Theoretical implications and future research directions are discussed. (PsycINFO Database Record

Human resource management and unit performance in knowledge-intensive work.

To clarify the potential value of a targeted system of human resource (HR) practices, we explore the unique effects of a relationship-oriented HR system and the more commonly studied high commitment HR system on unit performance in the context of knowledge-intensive work. We develop theoretical arguments suggesting that the high commitment HR system contributes to unit performance through its positive effects on employees' collective organizational commitment, general and firm-specific human capital, and access to knowledge. We argue that the relationship-oriented HR system contributes to unit performance through its positive effects on employees' collective access to knowledge by fostering a social context and interpersonal exchange conditions which support employees' ongoing access to knowledge flows within and outside their unit and broader organization. Based on unit-level data collected from a matched sample of employees and managers in 128 units in the science and engineering division of a large hydroelectric power organization, our results suggest that the targeted, relationship-oriented HR system is related to firm performance and may complement a broader, high commitment approach to managing knowledge workers. Specifically, the positive relationship between the high commitment HR system and unit performance is mediated by employees' collective organizational commitment, firm-specific human capital, and access to knowledge in other organizational units; whereas the positive relationship between the relationship-oriented HR system and unit performance is mediated by units' access to knowledge within the unit, in other units, and outside the organization. (PsycINFO Database Record

Impact of active constructive leadership and passive corrective leadership on collective organizational commitment

Purpose The purpose of this paper is to test the factor structure of the multifactor leadership questionnaire (MLQ) in the Chinese context and determine whether leader-member exchange (LMX) mediates the effects of active constructive leadership (ACL) and passive corrective leadership (PCL) on subordinates’ organizational commitment at the group level. Design/methodology/approach Questionnaires were completed by two employee samples. The first sample consisted of 615 employees from five pharmaceutical companies. The second sample consisted of 676 employees from 144 teams. Exploratory factor analysis, confirmatory factor analysis and structural equation modeling were used to test the hypotheses. Findings The factor analysis results showed two types of leadership in the data: ACL and PCL. The structural equation modeling showed that LMX mediated the effect of leadership on collective organizational commitment. Research limitations/implications The data were cross-sectional in nature. Furthermore, leadership and LMX were both measured from the perspective of followers. Practical implications Managers must realize that leadership is an art that requires not only the self-cultivation of individual behavior, but also appropriate and intelligent conduct when interacting with followers. Team leaders also must pay attention to both their high quality relationships with subordinates and the mutual influence within their groups. Originality/value The current study makes an empirical contribution to the psychometric properties of the MLQ, suggesting a higher two-factor structure appropriate for Chinese employees. It also clarifies the relationships between leadership, LMX and organizational commitment at multiple levels.

Personality And Leadership Composition in Top Management Teams: Implications For Organizational Effectiveness

This study examines whether top management team (TMT) personality and leadership are associated with organizational effectiveness beyond the effects of CEO personality and leadership, as suggested by upper echelons theory. Using direct measures of personality and leadership, rather than proxy variables from archival sources or demographic data, we found that mean levels of conscientiousness among TMT members were related to lagged indicators of organizational performance, as were CEO conscientiousness and transformational leadership. Follower commitment to the organization was found to be associated with higher levels of transformational leadership from both the CEO and TMT. The results are consistent with the upper echelons perspective that organizational effectiveness is influenced not only by the CEO but also by a dominant coalition of leaders. Yet, the results also show that the CEO plays a distinct role in influencing organizational financial performance and collective organizational commitment. Theoretical and practical implications of these results are discussed.

Investigating the effect of collective organizational commitment on unit‐level performance and absence

The relationship between individual‐level organizational commitment and employee's performance has been the subject of considerable empirical investigation over several decades. However, few studies have examined the effect of collective organizational commitment on unit or organizational‐level performance, even though available theory suggests commitment's effects may be stronger at the unit level. We present results of a study examining the effects of unit‐level organizational commitment on the speed and quality of performance, and employee absence, drawing on a sample of 893 service sector employees (representing a 90% response rate) from 39 office units in a UK public sector organization. Results show that unit‐level organizational commitment was statistically significantly associated with both unit‐level performance quality (i.e., reduced customer complaints per service transaction) and performance speed (i.e., customer average queuing time). Collective organizational commitment was not significantly associated with a unit‐level measure of the average time customers spent at service counters with the tellers, nor was it associated with unit‐level employee absence.Practitioner Points Bottom‐line impact of organizational commitment: unit‐level organizational commitment had substantial effects on unit‐level performance. Managers must recognize that committed employees have a value beyond their immediate and individual performance as such individuals contribute to unit performance. Unit‐level organizational commitment implies different managerial interventions. Our research indicates the value to organizations of analysing survey data at the unit‐level: it is easier to ensure participant anonymity and confidentiality of responses and it provides information beyond individual level data.

How Does Corporate Ethics Contribute to Firm Financial Performance?

Despite the increasing significance of corporate ethics, few studies have explored the intermediate mechanisms that explain the relationship between corporate ethics and firm financial performance. Drawing on institutional theory and strategic human resource management literature, the authors hypothesize that the internal collective processes based on employees’ collective organizational commitment and organizational citizenship behavior (OCB) mediate the ethics–performance relationship at the organizational level. The authors’ hypotheses are tested using data collected from 3,821 employees from 130 Korean companies and the respective companies’ financial performance data. The results indicate that collective organizational commitment and interpersonal OCB are meaningful intervening processes that connect corporate ethics to firm financial performance. To complement prior studies that identify a firm’s reputation and external relations as mediators between corporate ethics and performance, the present study highlights the need to examine microprocesses occurring within the organization to account for the ethics–firm performance relationship. Moreover, the present demonstration of collective organizational commitment and OCB as meaningful predictors of a firm’s objective performance indicates the significance of these employee processes in explaining organizational-level outcomes.