Development Of Organizational Commitment Research Articles

Theorising the police support volunteer experience in an English constabulary: A role identity perspective

ABSTRACT Police Support Volunteers (PSVs) – citizens who give their time freely to perform tasks that complement the duties of police officers and staff – are a relatively new addition to a long and established history of volunteers in policing. However, despite featuring in every police service in England and Wales, little is known about the individuals who volunteer or their experiences while doing so. This article draws on interviews with 20 PSVs and five volunteer managers in a large urban police service in England. Findings point to the importance of volunteers being recognised and valued for their contribution, the ways in which this is communicated by paid members of the workforce, and the meaning that PSVs attach to feeling recognised and valued in terms of their satisfaction and intention to continue to give their time. The article frames the significance of PSV experiences through role identity theory – the aspects of an individual’s self-image that they derive from the social categories to which they perceive themselves belonging – which has been shown to be influential on the development of organisational commitment, volunteer satisfaction, and the subsequent sustained volunteering behaviour that this can bring about. The article concludes by highlighting the importance of embedding volunteer recognition throughout the police organisation, rather than relying on the tenacity of individual officers and staff members. It also acknowledges the opportunities that a role identity perspective brings to a currently under-theorised field, helping to make sense of PSVs’ experiences as a volunteer in policing.

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

PurposeThis paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research.Design/methodology/approachAn extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT.FindingsThe proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework.Research limitations/implicationsThis paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework.Practical implicationsThe proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations.Originality/valueWhile KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

Pengaruh Gaya Kepemimpinan terhadap Komitmen Organisasional (Sistem Pengendalian Manajemen sebagai Variabel Moderasi)

The purpose of this study is to fill the gap in the management accounting literature by integrating the role of management control systems on leadership style and organizational commitment. Data collection techniques in this study used an online survey by distributing the questionnaires to management accountants throughout Indonesia. SEM-PLS was used to test the hypothesis with a sample size of 158. The results showed that elements of formal and informal control systems, such as outcomes, actions, personnel and culture, influenced leadership behavior and the development of organizational commitment. Keywords: management control system, leadership style, initiation structure, consideration, organizational commitment.

Impact of work–life balance on organizational commitment of women health-care workers

PurposeThis study aims to examine the linkage between work–life balance (WLB) and organizational commitment (OC) among women employees in the healthcare sector.Design/methodology/approachUsing a quantitative methodology, this paper drew upon samples of 580 health-care sector employees working in the health-care sector of Jammu and Kashmir in India. A structured questionnaire was administered to gather the required information. Data were analyzed using SMART PLS and Statistical Package for the Social Sciences, in which descriptive statistics, t-test, analysis of variance and structural equation modeling were conducted to achieve the objectives of the study.FindingsFindings indicated a significant positive relationship between WLB and OC. Further component-wise analysis revealed a positive relationship between the WLB and affective and normative commitment. However, WLB demonstrated a negative association with continuance commitment.Originality/valueThe study also brought forth the causes and potential consequences of the work–life imbalance and stressed upon the role of organizational policies in managing the relationship between work and non-work domains and subsequently the development of OC among employees.

A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment

ABSTRACTThe concept of employees’ commitment is one of the most challenging concepts in the management, organizational behaviour and human resource management literatures and research. The current study focuses on the construct of commitment as an emotional attitude, and expands the concept of general organizational commitment to a new more specific form of commitment, commitment to safety. Furthermore, commitment theorists commonly identify leadership as an important contributing factor to the development of organizational commitment. We aim to explain an underlying motivational mechanism, self-regulatory foci, through which leadership styles foster followers’ commitment. Results of three studies that used different methods (field and experimental), within different samples, demonstrated that transformational leadership was positively associated with followers’ promotion focus, which in turn was positively associated with both followers’ general and affective commitment to safety. Prevention focus mediated the positive relationship between a transactional active leadership style and both followers’ general and continuance commitment to safety. The implications of the findings for theory and practice are further discussed.

Hope, Organizational Commitment and Organizational Citizenship Behaviour among Employees of Private Sector Organizations

The field of positive psychology is gaining prominence in the area of industrial and organizational psychology. The characteristics of hope and hopelessness appear to play a crucial role in the workplace. Research on hope implies important consequences for how employees are managed and their commitment to the The relationship between hope and secondary appraisal may be an important intervening variable in the development of organizational commitment (Lazarus & Folkman, 1984).Hopeful individuals are resilient, have the will to struggle, to achieve positive outcomes, and survive illnesses. Hopeless individuals, on the other hand, are observed to experience more obstacles and less success in goal achievement and, in extreme cases, exhibit loss of energy, enthusiasm, and self-concept, and potentially clinical depression (Farran, Herth, & Popovich, 1995; Snyder et al., 1996).Hope, in combination with adaptive coping strategies, can lead to expanded functioning in which the person feels more positive, his or her expressed thoughts and behaviours are more adaptive, and his or her relationships with others and the world culminate in a greater aliveness (Fromm, 1968). Hope has the ability to be fluid in its expectations, and in the event that the desired object or outcome does not occur, hope can still be present (Farran, Herth, & Popovich, 1995).Hope is a cognitive set of positive expectation for goal attainment that is based on a reciprocally derived sense of successful agency (goal directed determination) and pathways (planning of ways to meet goals) (Snyder, Irving & Anderson, 1991). A study on hope and satisfaction with among youth shows that, satisfaction with life is higher among hopeful youths (Thakre, 2013). However, organizational hope is a vital for studying and strengthening organizations. It affirms the best and most promising dimensions of social and organizational life and provides a moral image of the future to guide collective action (Ludema, Wilmont, & Srivastva, 1997).High levels of commitment are associated with essential work practices and health issues among employees (Thakre & Khubalkar, 2012). These practices include teamwork, contracts, employee involvement, turnover intention, empowerment, and high quality of performance measured by research on organizational citizenship behaviours (Thakre, 2015; Organ, 1990; Katz & Kahn 1978; Smith, Qrgan & Near, 1983; Graham, 1991;Podsakoff et al., 1990).Becker (I960) conducted early studies of organizational commitment. He stated that commitment was a construct that explained the various types of behaviours considered by individuals to be an investment in organizations that ultimately constrain all their action and future. Mowday, Porter and Steers (1982) outlined the distinction between attitudinal commitment and behavioural commitment. Allen and Meyer (1990) state organizational commitment as a psychological state that binds an individual with the mission of the organization. They contributed in defining the three components of organizational commitment i.e. affective commitment, continuance commitment, and normative commitment.Working environments where individuals generate hopeful working team relationships, the result is high energy, extra role performance of OCB. Studies have found workers continuing to exhibit extra role behaviours in spite of the uncertainty and constant change in their work places. Over time OCBs have become valued as critical to organizational success (Katz, 1964; Katz & Kahn, 1978) and important to organizational survival (Miles & Snow, 1994). According to Katz and Kahn (1978), OCBs are part of the spontaneous and innovative behaviours instrumental to organization effectiveness.Bateman and Organ (1983) proposed the concept of organizational citizenship behaviour (OCB) to denote organizationally beneficial behaviours that are neither enforced on the basis of formal role obligations nor elicited by contractual compensation. …

Development of Organizational Commitment and Value Internalization

In this paper we explain the crucial role played by the processes of internalized motivation in the development of organizational commitment. Our research not only shows that the idealized influence transformational leadership style is causally linked to organizational commitment, but also that an internalization process of motivation operates as an explanatory causal mechanism. We focus on two forms of motivation: identified motivation and intrinsic motivation, which are associated with the internalization process and are closest to self-values. Based on recent findings concerning the positive behavioral outcomes of normative and affective commitment, we modeled organizational commitment as a formative construct consisting of normative and affective commitment forms. Data was gathered from an Australian manufacturing organization in early 2014. 89 responses were received. Our findings show that both intrinsic and identified motivations have a significant effect on the development of willing organizational commitment. In our model the relationship between leadership idealized influence and employee intrinsic motivation was totally mediated by identified motivation. This finding highlights the importance of the internalization process of motivation, and articulates its role in explaining the causal link between idealized influence leadership style and employee organizational commitment.

The Relationship between Human Resource Management Practices and Organizational Commitment: A Field Study

To begin with, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya/Turkey. From various previous studies, 56 HRM practices items were adopted for this study. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance”. In this study, Pfeffer (1998)’s scale of human resources management practices and Mowday & Steers (1979)’s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.

Perceived Risk and Organizational Commitment: The Moderating Role of Organizational Trust

Perceived risk in employment and organizational trust were integrated into the development of organizational commitment, based on key factors in the social exchange process. The results show that perceived risk in employment correlated negatively with organizational trust and organizational commitment, and that organizational trust correlated positively with organizational commitment. Moreover, organizational trust acted as a partial mediator between perceived risk in employment and organizational commitment.

The conflict issue in international business and the global leadership

Global economic crisis erupted the world economy in the mid-2008 has challenged managers, strategists and scholars to question how to sustain long term competitive business strategy. The conflict in international organizations also challenges competitive strategies, disseminating the failure in group interaction, synergy and productivity. In this context, solving conflict at international business organizations via global leadership styles will contribute into the development of organizational commitment, job satisfaction and participation. Hence, the role of global leadership in international organizations underpins the success of long term stability and success. In this study, it is aimed to draw a theoretical framework of the global leadership and its role in conflict resolution in international business. This study also demonstrates that (1) there is a linkage between the level of conflict and group interaction, satisfaction, and performance, (2) there is the linkage between long term organizational success and group interaction, learning skills and leadership styles, and (3)Global leadership is a key success factor for solving conflict in multicultural businesses and sustains long term business success.

The relationship among innovation strategy, human resources practices and commitment generation in the biotechnology sector

Our aim consists of understanding the process of innovation from a fourth perspective: (1) identification of the most appropriate competitive strategy; (2) the mediating role that human resources development has; (3) the decisive role of human resources in the development of organizational commitment; and, finally, (4) the effect of organizational commitment on organizational results. We test the model in Biotechnology Canadian companies. The results of the structural equation model proposed show that companies with a first-mover strategy have more successful innovation results and that human resource practices exert a key influence in generating organizational commitment. These results allows us, first, to ensure that human resource practices are a critical mechanism through which organizations generate flexible working philosophy and, second, align behaviours and skills of employees to achieve commitment. Implications for biotechnology managers are analyzed and future streams of research are provided. Key words: Innovation strategy, commitment, human resource practices, biotechnology.

Nigerian agriculture workers’ outcomes from perceived organisational support and protestant work ethics: Job satisfaction as a mediator

Orientation: The mechanism facilitating the development of organisational commitment and performance of citizenship behaviours is of research interest to scholars. Recent research trends suggest that job satisfaction can mediate the development of employee commitment and citizenship behaviours.Research purpose: The present study hypothesised that job satisfaction mediated the relationships between the predictors (perceived organisational support and protestant work ethics) and outcomes (organisational citizenship behaviours and organisational commitment).Motivation for the study: There is paucity of literature on the mediating influence of job satisfaction on predictors-outcomes linkages amongst agriculture workers in Nigeria. Available studies either examined the main effect of perceived organisational support on citizenship behaviours or the mediating influence of satisfaction on citizenship behaviours and not the proposed model.Research design, approach and method: The present study was survey-correlational in design. Data were obtained from 223 heterogeneous samples from different organisations (such as ministry of agriculture, parastatals, banks, private agro-allied companies, and insurance companies).Main findings: Results showed that job satisfaction fully mediated the relationship between perceived organisational support and citizenship behaviours and partially mediated the relationship between perceived organisational support and organisational commitment. Further, employee satisfaction partially mediated the relationships between protestant work ethics and citizenship behaviours and organisational commitment.Practical/managerial implications: This study indicated that both protestant work ethics and perceived organisational support are important in motivating employees to engage in cooperative behaviours and exhibit greater commitment through job satisfaction.Contribution/value-add: The present study showed that job satisfaction is a mediator linking both perceived organisational support and protestant work ethics to organisational commitment and citizenship behaviours.

New development of organizational commitment: A critical review (1960 - 2009)

This paper reviews the characteristics of main approaches to Organizational Commitment from the beginning of conception of Commitment in Becker (1960) till today, provides an overview of different eras and domains. Then discuss some new development of Organizational Commitment in commitment tendency or combined influence to organizational outcomes. This paper will argue some of thinking and ideas developed so far do provide the basic building blocks for suggesting a conceptualization that will attempt to clarify and to better represent the concept of organizational commitment. The advantages of suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed. Key words: Continuous commitment, affective commitment, normative commitment, time-dimension, combined influence.

The early employment influences of sales representatives on the development of organizational commitment

PurposeThis paper aims to assess the status of the organizational commitment construct and introduce a new way of looking at organizational commitment – especially in early stages of employment, wherein the target company seems to be having problems.Design/methodology/approachChange in organizational commitment is measured at two points in the early employment of new salespersons in order to isolate the effects of early employment exposure of the medical representatives, a period of 18‐month when attrition of new employees is high.FindingsTraining satisfaction and perceived reward equity were the only antecedent factors that showed significant positive relationship with organizational commitment. Manager commitment showed positive contribution, the relationship was not significant. All the three antecedents significantly contributed to organizational commitment. The strongest contributor was manager commitment.Research limitations/implicationsThe sample time frame is limited to two data points. Additional research is needed to determine whether these variables have similar influence in other organizations or whether other antecedent variables can be identified.Practical implicationsCompany management must pay more attention to early employment experiences. New salespersons need the training to feel competent and able to meet company mandated and/or personal objectives. Salespeople have primary contact to the organization via their immediate sales manager and need to feel like they are fairly rewarded for their efforts. Commitment to the organization partly due to a commitment to the area manager. It is important to build strong relations at the area manager level.Originality/valueThis effort is a by‐product of a research activity on the effectiveness a pharmaceutical company's training program for newly hired sales representatives.

The Effect Of Retention Factors On Organisational Commitment: An Investigation Of High Technology Employees

The objective of the present study was to investigate specific retention factors that induced the organisational commitment of high technology employees. A sample of 94 professional technicians from a South African owned telecommunications company based in the Gauteng province participated. The Organisational Commitment Scale and a retention factor measurement scale were administered. The most relevant explanatory factors were compensation, job characteristics, supervisor support, and work/life policies, which appeared to have a statistically significant influence on the development of organisational commitment in high technology employees. The implications of the findings are discussed.

What is the influence of work values relative to other variables in the development of organizational commitment?

Using the four high-order values proposed by the Theory of values of Schwartz to operationalize the construct of work values, we evaluated the influence of these values on the development of organizational commitment, in comparison with four facets of work satisfaction and four organizational factors: empowerment, knowledge of organizational goals, and training and communication practices. A sample of 982 employees from eight companies of Northeastern Mexico was used in this study. Our findings suggest that work values occupy a less important place on the development of organizational commitment when compared to organizational factors, such as the perceived knowledge of the goals of the organization, or some attitudes such as satisfaction with security and opportunities of development.

Working to live or living to work? Work/life balance early in the career

This article reports the findings of research that explored relationships between work/life balance, work/non‐work conflict, hours worked and organisational commitment among a sample of graduates in the early years of their career. It concludes that, although graduates seek work/life balance, their concern for career success draws them into a situation where they work increasingly long hours and experience an increasingly unsatisfactory relationship between home and work. The article discusses the causes and potential consequences of this predicament and in particular how work/non‐work conflict is linked to hours worked, the state of the psychological contract and organisational commitment. It highlights the role of organisations' policy and practice in helping to manage the relationship between work and non‐work and the development of organisational commitment through support for younger employees' lives out‐of‐work and effective management of aspects of the psychological contract.

Developing commitment between managers and employees

Examines the relationship of managerial strategy and organizational commitment among drivers working in the private bus industry. Investigates the dimensions of managerial strategy and organizational commitment. Data were collected by survey questionnaire. Demonstrates that managerial strategy plays a key integrative role in generating organizational commitment among bus drivers. Decentralized authority, participative management, and resource adequacy were the most relevant factors in the development of organizational commitment. Found that employees felt blocked in using their initiative, experienced a power distance between managers and drivers, and were not recognized for non‐driving activities. Suggests that managers and supervisors need to look at structures and processes which encourage participation and decentralized authority so that employees maintain involvement in their organizations.

Organizational Commitment-Turnover Relationship Across Occupational Groups

This meta-analysis examines whether the relationship between organizational commitment (OC) and turnover differs across occupational groups. It was suggested that the OC-turnover relationship will be stronger among employees in higher-status occupations (e.g., professionals) than among employees in lower-status occupations (e.g., blue collars). A total of 36 independent samples were divided into two main occupational groups: blue-collar employees and white-collar employees. The white-collar subgroup was subdivided into professional and nonprofessional employees. The nonprofessional category was further subdivided into managers and clericals. The findings reveal that, in general, the negative relationship between OC and turnover is stronger for white-collar employees than for blue-collar employees. No significant differences were found between the two white-collar subgroups: nonprofessional and professional and manager and clerical. The findings are discussed in terms of their implications for future research on the OC-turnover relationship and the need for an elaboration of the existing explanations for the development of OC.

Antecedents of organizational commitment across occupational groups: A meta‐analysis

AbstractThis meta‐analysis examines whether the relationships between organizational commitment (OC) and its antecedents differ across occupational groups. Two models representing different antecedents are proposed: the member model, presented by the personal variables, and the organization model, presented by role related, structural and work experiences variables. The study is based on 98 samples with correlational data for the relationships between OC and its antecedents. The total sample was divided into two main occupational groups: white collar employees, subdivided into professionals and nonprofessionals, and blue collar employees. The findings reveal that in general the relationship between OC and personal antecedents, representing the member model, is stronger for blue collar and nonprofessional white collar employees than for professional employees. For the role‐related, structural, and work experiences antecedents, representing the organization model, differences among the occupational groups were found to be less consistent. In general, the findings demonstrate that the member and the organization model operate differently for varying occupational groups. The findings are discussed in terms of the need for elaboration of the existing explanations for the development of OC.