Higher Levels Of Organizational Commitment Research Articles

Impact of organizational climate on organizational commitment and perceived organizational performance: empirical evidence from public hospitals

BackgroundExtant literature suggested that positive organizational climate leads to higher levels of organizational commitment, which is an important concept in terms of employee attitudes, likewise, the concept of perceived organizational performance, which can be assumed as a mirror of the actual performance. For healthcare settings, these are important matters to consider due to the fact that the service is delivered thoroughly by healthcare workers to the patients. Therefore, attitudes and perceptions of the employees can influence how they deliver the service. The aim of this study was to evaluate healthcare employees’ perceptions of organizational climate and test the hypothesized impact of organizational climate on organizational commitment and perceived organizational performance.MethodsThe study adopted a quantitative approach, by collecting data from the healthcare workers currently employed in public hospitals in North Cyprus, utilizing a self-administered questionnaire. Collected data was analyzed with the help of Statistical Package for Social Sciences, and ANOVA and Linear Regression analyses were used to test the hypothesis.ResultsResults revealed that organizational climate is highly correlated with organizational commitment and perceived organizational performance. Simple linear regression outcomes indicated that organizational climate is significant in predicting organizational commitment and perceived organizational performance.ConclusionsThere was a positive and linear relationship between organizational climate with organizational commitment and perceived organizational performance. Results from the regression analysis suggested that organizational climate has an impact on predicting organizational commitment and perceived organizational performance of the employees in public hospitals of North Cyprus. Organizational climate was found to be statistically significant in determining the organizational commitment of the employees. The results of the study provided some critical issues regarding the relationship of three concepts in the study. According to the findings, if the organizational climate scores of the employees are high, organizational commitment scores of the employees are high at the same time. In other words, if the employees in public hospitals of North Cyprus perceive the organizational climate in a positive way, they will have higher levels of organizational commitment. Findings suggested that organizational climate is an important factor in healthcare settings in terms of employee commitment and how employees perceive organizational performance, which would lead to significant results about the provision of service in healthcare organizations.

Work Opportunities and Organizational Commitment in International Organizations

AbstractThis article applies social exchange theory to investigate the relationships between work opportunities and organizational commitment in four United Nations agencies. It demonstrates that international civil servants who are satisfied with their altruistic, social, and extrinsic work opportunities are more likely to declare high levels of organizational commitment. Furthermore, perceived organizational support mediates these relationships. The empirical findings highlight the importance of considering the specificity of organizational features in explaining international civil servants' attitudes and behaviors. Their preferences for altruistic, social, and extrinsic work opportunities are not similar to the motivational orientations and rewards valued by public or private sector employees, confirming the hybrid characteristics of international organizations. Drawing on these original results, the research identifies some practical implications for human resource management in international organizations.

The influence of leadership behavior, organizational commitment, organizational support, subjective career success on organizational readiness for change in healthcare organizations

PurposeThe purpose of this study is to investigate the influence of leadership behavior, organizational commitment, organizational support and subjective career success on organizational readiness for change in the healthcare organizations. The authors want to determine if nurses who had higher levels of organizational commitment, organizational support and subjective career success relationships were more open and prepared for change.Design/methodology/approachCross-sectional, descriptive-correlational survey design was conducted using self-reported questionnaires to collect data from registered nurses.FindingsThe subjective career success was the strongest predictors (β = 0.36, p < 0.001) followed by leadership behavior (β = –0.19, p = 0.03) and participants’ age (β = −0.13, p = 0.049).Research limitations/implicationsThis study highlights the influence of leadership behavior, organizational commitment, organizational support and subjective career success on the organizational readiness for change in healthcare organizations. Therefore, this study forms baseline data for future local and national studies. Moreover, it will strengthen the research findings if future research includes a qualitative approach that explores other healthcare professionals regarding readiness for organizational change.Practical implicationsThis study provides information to policymakers and healthcare leaders who seek to improve management and leadership skills and respond to organizational change efforts.Social implicationsIt is important to know the extent to which healthcare professionals, especially nurses, understand how the influence of organizational support and organizational commitment on organizational readiness for change, as well as why specific leadership behavior and subjective career success, is important in implementing the change.Originality/valueThis study examined the nurses’ readiness for change in hospitals. Organizational readiness for change could occur in situations where nurses can exert extra efforts at work because of leaders’ behaviors and the relationship between nurses and the institution.

Impact of Job Crafting on Quality of Care: The Moderating Effect of Commitment

The present study is part of a broader research project aimed at the analysis of the job environment of eldercare and nursing homes employees. In this context, the aim of this research is to analyze the direct effect of job crafting, specifically, task, relational and cognitive crafting, on quality of care, and the moderator effect of commitment on these relationships. A correlational cross-sectional design was used. A non-probabilistic accidental sample of 530 eldercare and nursing home employees was recruited. Standardized instruments were used to assess employees’ job crafting, quality of care and commitment. Regression analyses with PROCESS were used to test the moderated model. Results showed a moderated effect of exchange, values, and affective commitment on the relationship between cognitive job crafting and quality of care, but not on the relationship of task and relational job crafting and quality of care. This study highlights the importance of nurses’ job crafting activities for quality of care. Quality of care depends on cognitive job crafting among nurses with high levels of organizational commitment. Those employees with high levels of need commitment perceived low levels of quality of care, independently of their job crafting.

Impact of Organizational Commitment on Employee Performance Special Reference to Banks in Trincomalee District

In the competitive world, all organizations have recognized that they can gain competitive advantage in market place only, if they have efficient employees. Most literature has proved that organizational commitment is important factor for improving the employee performance. Therefore, this study focuses on impact of organizational commitment on employee job performance. This study is to carry out to explore the relationship of organizational commitment to job performance of employees in both state and non-state banks in Trincomalee district. Therefore, only about 98 employees are considered as the study samples to collect data with close-ended questionnaires. The univariate and bivariate analysis are used for exploring the levels and relationship of study variables. The findings indicate positive relationship between organizational commitment and job performance of employees. In comparison, state banks have higher correlation of variables than non-state banks in Trincomalee district. Further, univariate analysis shows higher level of organizational commitment and employee job performance for non-state banks. However, both banks are perceived higher level for those variables. Individually, within the state bank, Bank of Ceylon has high level of study variables; and within the non-state bank, Commercial Bank has high level of the study variables. Notably, Seylan Bank employees have perceived moderate level of organizational commitment and high level of employee performance. Based on the findings, certain actionable suggestions are provided to the management of banks to improve the level of existing commitment to flourish the employee performance in their organization to achieve sustainable competitive advantage.

Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership

Much of the work in public management indicates that public service motivation (PSM) generally leads to higher levels of organizational commitment. We argue that this relationship is more complex than generally assumed. First, drawing from self-determination theory, we propose that intrinsic motivation is conceptually distinct from PSM and that the two variables could interact. Second, drawing from the fit perspective, we further propose that ethical leadership is a contextual variable that will enhance the effect of PSM. A field study of public employees in Thailand provides support for this contingency perspective. We found that intrinsic motivation moderated the effect of PSM, such that the effect was positive only for individuals with high-intrinsic motivation but negative for those with low-intrinsic motivation. Furthermore, our analysis revealed a three-way interaction, which indicated that PSM was most positively related to organizational commitment when accompanied by high-intrinsic motivation and ethical leadership.

Transformational Leadership Behavior and Organizational Commitment of Meranaw Deans and Teachers in Teacher Education Institutions

Educational institutions in Mindanao play a vital role in the crafting of good governance and effective leadership. Ever since education is a powerful force in moulding the character and values of future leaders to become productive citizens of the nation and blaze the path to enduring peace and unity, and progress. With this, the researcher was driven to investigate whether transformational leadership behaviors and organizational commitment are evident among the deans and teachers in Teachers Education Institutions in Lanao del Sur, Philippines. Descriptive- correlational survey method was employed in the study. There were 23 Meranaw deans and 189 teachers who participated in the study. Modified Multifactor Leadership Questionnaire and Organizational Commitment Questionnaire were the instruments used. The data gathered were analyzed and interpreted. The findings revealed that both the deans and the teacher shave moderately high level of organizational commitment. Based on the deans' self-rating, there is significant relationship between the following elements, (1) affective commitment to intellectual stimulation and individualized consideration; (2) continuance commitment to intellectual stimulation; and (3) normative commitment to idealized influence and inspirational motivation. However, on the teachers' rating regarding the deans' transformational leadership shows a significant relationship between their transformational leadership behavior and teachers' organizational commitment. This concludes that the leadership behavior of deans can positively influence the organizational commitment of teachers.

Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility

How to enhance prosocial employees’ commitment to their organizations is of both theoretical and practical importance. The present study argues that a high level of organizational commitment in prosocial employees is predicted by bipartite synergy between employees’ prosocial motivations and their supervisors’ prosocial motivations, between employees’ prosocial motivations and their organizations’ prosocial orientations, and tripartite synergy among all three. Polynomial regressions and hierarchical regression analyses are undertaken on data collected from a sample of 216 full-time employees in China. The results show that perceived fit between employees and supervisors’ prosocial motivations (i.e., person-supervisor [PS] fit) is positively related to employees’ organizational commitment (i.e., there is bipartite synergy between employees and supervisors’ prosocial motivations). Perceived corporate social responsibility (CSR) moderates the relationship between employees’ prosocial motivations and their organizational commitment such that when employees’ prosocial motivations and perceived CSR are both high (as opposed to when either or both are low), their organizational commitment is stronger (i.e., there is bipartite synergy between employees’ prosocial motivations and CSR). Furthermore, perceived CSR moderates the relationship between PS fit in relation to prosocial motivations and organizational commitment. Notably, organizational commitment is strongest when there is a strong alignment among employees’ prosocial motivations, supervisors’ prosocial motivations, and CSR (i.e., there is tripartite synergy among employees’ prosocial motivations, supervisors’ prosocial motivations, and CSR). The theoretical contributions and practical implications of this study are discussed.

Organizational Commitment and its Predictors among Nurses Working in Jimma University Specialized Teaching Hospital, Southwest Ethiopia

Background: The idea of organizational commitment has intuitive appeal because of the relationship of commitment to turnover, absenteeism, and organizational performance. All of these are important to healthcare executives who are attempting to stabilize a nursing workforce in the presence of a growing nursing shortage. Objective: The objective of the study was to determine the level of organizational commitment of nurses and its predictors among Jimma University specialized teaching hospital nurses, Southwest Ethiopia. Methods: Institution based cross-sectional study design was conducted in Jimma University Specialized Teaching Hospital from March 2 to March 18, 2016 and systematic sampling technique was used to select a total of 242 study subjects. Data were collected using self-administered questionnaire and entered to Epi data version 3.1 and analyzed using SPSS version 16 software. One-way analysis of variance, independent sample T-tests and Multivariable linear regression analysis was conducted to identify predictors of organizational commitment and significance was checked at p<0.05. Results: The respondents mean score of organizational commitment was 70.45 ± 8.22 and only 72 (32.9%) of the nurses score high level of organizational commitment. The independent t-test and One-way analysis of variance result revealed educational status and working ward were significantly associated with organizational commitment. The multivariable linear regression showed that perceived organizational support (s=0.482, p<0.001), interpersonal relationship (s=0.303, p=0.008), job satisfaction (s=0.059, p=0.027), transformational leadership behavior (s=0.165, p<0.001), educational qualification (s=-1.860, p=0.02) and working ward (s=-0.585, p=0.018) were significant predictors of organizational commitment among nurses. Conclusion: The organizational commitment levels of nurses were low. Job satisfaction, perceived organizational support, transformational leadership behavior, interpersonal relationship, and working in ICU and OR are significant predictors of organizational commitment. Recommendation: Human Resource Management, CEO and Nursing Leaders of JUSTH shall participate nurses in managerial decision making, using improved communication skills and give appreciation for their contributions to the organization.

The effect of a budget-based incentive compensation scheme on job performance

PurposeThis study aims to examine the role of trust-in-supervisor and organizational commitment on the relationship between a budget-based incentive compensation scheme and job performance.Design/methodology/approachA survey was conducted involving 120 managers from Australian manufacturing firms listed in the Who’s Who in Business in Australia electronic database. A partial least squares approach was used to assess the psychometric properties of the theoretical model and proposed hypotheses. Data analysis was conducted using WarpPLS Version 5.0.FindingsThe results suggest that the reliance on a high budget-based incentive compensation scheme was found to lead to higher trust-in supervisor, which in turn resulted in higher organizational commitment and improved subordinate job performance.Research limitations/implicationsThis study is subject to the limitations of survey-based research.Practical implicationsThis study may assist top management to better understand the importance of designing an effective budget-based incentive compensation scheme to promote high interpersonal trust and organizational commitment among subordinates. Cultivating a climate of trust may help to enhance interpersonal trust between subordinates and their superior, which in turn may lead to higher levels of organizational commitment and improvement in subordinate job performance.Originality/valueThis paper elucidates and contributes to the existing literature by suggesting that a budget-based incentive compensation scheme can directly affect subordinates’ level of trust in their supervisor, and that trust-in-supervisor can serve as an antecedent to the development and cultivation of subordinates’ commitment to the organization, which in turn improves their job performance.

Attachment to God, religious tradition, and firm attributes in workplace commitment

ABSTRACTResearch on organizational commitment suggests there is an association between American theists’ emotional attachment to God and their emotional commitment to the workplace. A sense of divine calling has been shown to partially mediate this association but, beyond that, little is known. The purpose of this study is to shed further light on the relationship between secure attachment to God and affective organizational commitment. I do so by testing whether the employee’s religious tradition is associated with affective organizational commitment and whether the employee’s firm attributes moderate the relationship between attachment to God and organizational commitment. Results suggest that: 1) Catholics evince higher levels of organizational commitment than Evangelicals, and 2) firm size significantly moderates the relationship between attachment to God and organizational commitment across religious affiliations.

International Comparison of Public and Private Employees’ Work Motives, Attitudes, and Perceived Rewards

AbstractThis article presents a conceptual perspective on the distinctive characteristics of public organizations and their personnel. This perspective leads to hypotheses that public organizations deliver distinctive goods and services that influence the motives and rewards for their employees. These hypotheses are tested with evidence from the International Social Survey Programme in order to compare public and private employees in 30 nations. Public employees in 28 of the 30 nations expressed higher levels of public‐service‐oriented motives. In all of the countries, public employees were more likely to say they receive rewards in the form of perceived social impact. In most of the countries, public employees placed less importance on high income as a reward and expressed higher levels of organizational commitment.Practitioner PointsThe findings presented here add to previous evidence that public employees seek and attain more altruistic and public‐service‐oriented rewards than private sector employees. In particular, we add evidence that these differences hold in many different nations and cultural contexts.Compensation and incentive system reforms in many governments have often concentrated on financial incentives and streamlining procedures for discipline and removal. Such matters are important but should not drive out concerns with showing public employees the impact of their work on the well‐being of others and on the community and society. Leaders and managers should invest in incentive systems that emphasize such motives and rewards.Leaders and managers should invest in the use of altruistic and socially beneficial motives and rewards in recruiting systems.

A structural equation model of the effects of diversity characteristics and inclusion on organizational outcomes in the child welfare workforce

The purpose of this study was to investigate the effects of diversity characteristics and organizational inclusion on organizational outcomes (e.g., organizational commitment, job satisfaction, and intention to leave) among public child welfare workers. The study used secondary data collected from public child welfare workers across a diversified Mid-Atlantic state. Structural Equation Modeling (SEM) was used to test the conceptual model. The results indicated that workers' higher perceptions of inclusion resulted in significantly higher levels of organizational commitment and job satisfaction. Furthermore, higher levels of workers' organizational commitment played a role in significantly reducing their intention to leave. The findings of the study provide practical implications for enhancing diversity management and organizational commitment, including instituting more participative decision-making structures and processes, and creating more accessible organizational information networks.

Relationship between Supervisors’ Loneliness at Work and Their Organizational Commitment

The aim of the study is to investigate regression level of loneliness at work to organizational commitment of supervisors. The study is a quantitative and suitable for relational model. 123 supervisors who work for Istanbul Guidance and Supervisory Board participate in the study. “Loneliness At Work Scale” and “Organizational Commitment Scale” are used to collect data. The result of the study indicates that supervisors’ loneliness at work predicts significantly their commitment to organization. Besides, supervisors who don’t have administrative duty have higher level of commitment significantly than supervisors who have administrative duty. Another result indicates that supervisors who have undergraduate level of education have higher level of organizational commitment than supervisors who have graduate level of education. According to these result, it is suggested that opportunities of supervisors to become more sociable should be supplied. And qualitative studies to get wider knowledge about supervisors’ conditions of commitment and loneliness at work should be investigated. © 2015 IOJES. All rights reserved

The Impact of Supervisory Support on Organizational Commitment, Career Satisfaction, and Turnover Intention for Hospitality Frontline Employees

This study explores the relationships among supervisory support, organizational commitment, career satisfaction, and turnover intention of frontline employees in the hospitality industry. The results indicate that supervisory support had a positive effect on both employees’ organizational commitment and their career satisfaction. Although organizational commitment had no direct effect on career satisfaction, a higher level of organizational commitment reduced turnover intention. Moreover, organization commitment mediated the relationship between supervisory support and turnover intention. The results of this study will assist operators in selecting effective employee training and development approaches, as well as researchers in further investigating impact of supervisory support.

The Influence of Organizational Justice and Job Satisfaction on Organizational Commitment in Portugal’s Hotel Industry

A survey of employees at four- and five-star hotels in the north of Portugal found that employees who feel they are treated fairly may develop higher levels of job satisfaction, and, in turn, higher levels of organizational commitment. A key variable in this context is the influence of employees’ perceptions of workplace fairness. The study tested three forms of organizational justice—distributive justice, interactional justice, and procedural justice—as they influence three types of organizational commitment: affective commitment, continuance commitment, and normative commitment. Of the three types of justice, procedural justice is related to all organizational commitment components, distributive justice is not related to any of them, and interactional justice is not related to affective commitment, and is actually negatively related to normative and continuance commitment. The study also tested the relationship of job satisfaction with the other variables. The results indicate tha job satisfaction significantly influences affective and normative commitment, while distributive justice and interactional justice do in fact influence job satisfaction.

Dimensions of Employee Satisfaction as Determinants of Organizational Commitment in the Hotel Industry

AbstractIn today's dynamic environment, the role of employees and their level of organizational commitment are becoming increasingly important for business success, which is especially relevant for the service industry in general and for the tourism sector in particular because of problems associated with employee turnover, loyalty strategies with the customer, and so forth. Employee satisfaction is considered an essential ingredient for developing organizational commitment. The main purpose of this study is to analyze the influence of different facets of employee job satisfaction, that is, job conditions, reward system, relations with superiors and co‐workers, organizational human resources (HR) policies, on employees’ organizational commitment in the hotel industry. The research hypotheses are tested with a sample of 760 hotel employees on Gran Canaria, Spain. The results show the relevance of the working conditions, direct rewards, relationships with managers, and the HR policies in order to develop a high level of organizational commitment.

Two of a kind? A canonical correlational study of transformational leadership and authentic leadership

Purpose– The purpose of this study is to examine the relationship between transformational leadership (TL) and authentic leadership (AL) using a canonical correlation analysis (CCA).Design/methodology/approach– The sample was 427 knowledge workers from a Fortune Global 100 company in Korea. Descriptive statistics and CCA were used to test the relationship between the two perceived leadership constructs.Findings– A canonical correlation indicated that the composite of TL (i.e. idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) was strongly and significantly related to the composite of AL (i.e. transparency, moral/ethical, balanced processing and self-awareness), accounting for 82.3 per cent of the shared variance between the two variable sets.Research limitations/implications– This empirical study was based on employees’ perceptions on the two leadership behaviors of their supervisors, using a cross-sectional survey method. In addition, this study is confined to the employees in a for-profit organization in Korean cultural setting, leaving room for speculation with regard to cultural issues.Practical implications– It is noted the two leadership behaviors are not substitutable, but complementary. Therefore, human resources development (HRD) practitioners are suggested to design leadership development programs focusing both on AL and TL in a concerted way. In this way, HRD professionals can help their managers enhance their AL and TL capability, and thus let their followers emulate their leader’s behaviors, which ultimately will lead to higher level of organizational commitment, employee/job engagement and in-role and extra-role performance.Originality/value– This is the first study that empirically confirmed Burns’ (1978) initial intuitive conceptualization of the authentic transformational leaders. We found that an authentic leader appears to be a transformational leader or vice versa. Another contribution lies in that to identify the common denominator between the two leadership behaviors this study used a relatively rare CCA in the field of HRD.

Balancing organizational and professional commitments in professional service firms: the HR practices that matter

Due to their potential to positively influence sales quality and performance and reduce employee turnover in service organizations, HR practices targeting employee commitment have received considerable attention in the HRM literature in recent years. Parallel to this, there has been increasing focus on the nature of commitment, and in particular the existence of multiple commitment foci. In this paper, we examine how HR practices influence professionals' commitment to their organization, to their profession or to both organization and profession, in a qualitative study of three Danish financial investment firms. Our findings suggest that in professional service firms, HR practices encourage high levels of organizational commitment primarily and most often through their influence on professional commitment and that HR practices related to flexible work design are essential in creating balance between an employee's commitment to organization and commitment to their profession. Further, the findings suggest that these same HR practices may foster such high levels of professional commitment that labor turnover will increase when opportunities for pursuing professional goals afforded by work design are restricted.

Occupational Stress and Organizational Commitment: Does Sex and Managerial Status Matter?

The study sought to investigate whether sex and managerial status have any effect on occupational stress and organizational commitment in the Ghanaian banking sector. Using a cross-sectional survey design, 327 participants were conveniently selected for the study. Reliable questionnaires were used to collect a heterogeneous sample for the study. The hypotheses were tested with Multivariate statistical test (MANOVA). The analysis showed that males differed significantly in organizational commitment than their female counterparts. However, no statistically significant sex and managerial status difference was found in occupational stress and organizational commitment. This means that, in terms of occupational stress, males did not differ significantly from their female counterparts. Similarly, managers did not differ significantly in their level of occupational stress from non-managers. Further, managers did not demonstrate significantly higher level of organizational commitment than non-managers. The implications of the findings on occupational stress and organizational commitment research have been discussed.