Levels Of Affective Commitment Research Articles

Employee Commitment and Wages in the Private Sector

This paper evaluates the link between employee affective commitment and wages using a theoretical model predicting that affective commitment and wages can be complements. We estimate simultaneous quantile regressions based on a matched worker–employer sample of private sector workers from the UK's Workplace Employment Relations Survey 2004. Our results suggest that wages increase with increasing levels of affective commitment, consistent with the idea that the two are complements.

A Study of Organizational Commitment with reference to Marital Status of Indian Nursing Staff

“Health is Wealth”, health is considered as the most important phenomenon in today’s world which determines the wealth of the country at large. Nursing staff plays the major role in the healthcare industry and it is obligatory that their needs have to be taken care and a congenial atmosphere is created for them to work with utmost job satisfaction and content, the result of which would be a high-quality nursing care. The present study focuses on organizational commitment with reference to the marital status of the nursing professionals. The data have been collected from eight cities, comprising of four zones of India. The study uses a stratified sampling method in which 376 Nursing Staff from 32 hospitals has responded. This study uses the well-known instrument - ACN scale developed by Allen and Meyer (1997). The group of married nursing staff revealed a higher mean for all the variables of commitment. However, there are similarities between married and unmarried nursing staff at the level of affective commitment, continuance commitment, and total organizational commitment. Conversely, there is a significant difference in normative commitment level between married and unmarried nursing staff of India. The result of the study confirmed the findings of the earlier studies related the positive relationship between marital status & organizational commitment, and higher commitment level of married employees as well as unmarried employees. This study suggests that the HR Managers should understand the issues of married & unmarried nursing staff and develop HR Policies accordingly. JEL Classifications Code: L2

The impact of career customization on work outcomes: Boundary conditions of manager support and employee age

SummaryThe current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. On the basis of theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, on the basis of lifespan theory, older workers, as customization fulfills their increased heterogeneous career preferences. A three‐wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, whereas the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest. Copyright © 2015 John Wiley & Sons, Ltd.

AKADEMİSYENLERİN ÇALIŞTIKLARI BÖLÜME VE ÜNİVERSİTEYE OLAN ÖRGÜTSEL BAĞLILIK DÜZEYLERİNİN BAZI DEĞİŞKENLERE GÖRE İNCELENMESİ

The aim of this study is to determine organizational commitment level of academicians who are working at a state university. The universe of this descriptive study comprised all academicians at the University and the sample consisted of 261 of them. Personal information form and “Organizational Commitment Scale were used for data collection. Data collected between April - June 2012. The mean scores of organizational commitment was X=3,06 for the university and X 3,14 for their department. It was found that there was a strong correlation between the commitment level of participants and their department and the university. It was also found that as their satisfaction from their job, their department and the university increased the commitment level was also increased (p<0,05). Conclusion: Organizational commitment level of the academicians was found to be at medium level. The commitment level of the academicians to their departments were significantly higher than the university. As age and working experiences increased academicians’ affective commitment level to the university and their department were also increased

“I Want to Help” versus “I Am Just Mad”

This study investigates the joint effects of affective commitment, feedback valence, and feedback use on customers’ willingness to give feedback following a service failure. Our findings reveal that customers who have high levels of affective commitment to a service firm exhibit both a strong motivation to help a firm improve its business and a great need to maintain positive relationships with the firm’s frontline employees. Therefore, affectively committed customers are more willing to help the firm by lodging complaints when such feedback is not used for employee evaluation purposes. In addition, driven by their strong motivation to help the firm, affectively committed customers are more willing to offer constructive suggestions than their counterparts with low levels of emotional attachment.

Interpersonal mentoring and its influence on retention of valued health care workers

Health care organizations (HCOs) invest in knowledge transfer to promote improved patient outcomes; however, these investments prove costly when health care workers with enhanced knowledge and skills leave to seek better employment opportunities. The aim of this study was to examine the impact of interpersonal mentoring on affective organizational commitment and the potential moderating effect of affective commitment in the knowledge transfer-retention relationship. One hundred fifty-three clinicians working at a Midwestern acute care hospital and associated clinics were surveyed at their worksite. Clinicians who received more interpersonal mentoring were also more likely to have stronger affective commitment. In addition, affective commitment moderated the relationship between knowledge transfer and turnover intentions, that is, when affective commitment was low, clinicians with higher levels of knowledge transfer indicated higher turnover intentions. However, clinicians with high levels of affective commitment and knowledge transfer reported lower turnover intentions. HCOs must simultaneously invest in knowledge transfer while implementing strategies that assist in retaining knowledgeable workers. Interpersonal mentoring appears to play an important role in the retention of valued clinicians through its influence on affective commitment. HCOs must facilitate cultures that show top management support for mentoring through practices such as educational programs, flexible scheduling, and reward systems.

FOSTERING AFFECTIVE ORGANIZATIONAL COMMITMENT IN PUBLIC SECTOR AGENCIES: THE SIGNIFICANCE OF MULTIFACETED LEADERSHIP ROLES

This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organization. Our empirical findings suggest that not all leadership practices matter. It appears that only relations‐oriented and change‐oriented leadership, and to a far lesser extent integrity‐oriented leadership, have a substantive association with affective organizational commitment. Task‐oriented leadership and, to a large degree, integrity‐oriented leadership, are found not to matter much for employees with lower levels of affective commitment, but they look to strengthen fondness of the organization among those with already high levels of affective commitment. Results also suggest that the diversity‐oriented leadership role has no association with affective commitment to the organization.

Promotion of Cultural Competence in Relation to Affective Commitment of the Faculty in Tertiary Schools in Davao Region, Philippines

eachers’ commitment is identified as one of the most critical factors in the success and future of education. Meanwhile, evidences presented at the UNESCO International Conference on Education in 1996 showed that deterioration ofthe working conditions of teachers caused demoralization, abandonment of theprofession, absenteeism, and negative impact on the quality of education. Todetermine the relationship between levels of promotion of cultural competenceand affective commitment of faculty of tertiary schools in Davao Region wasthe primary objective of this study, which used the descriptive-correlationalmethod with mean and Pearson r coefficient as statistical tools. The study revealsthat there is a high level of promotion of cultural competence in the area ofcurriculum, faculty, and student services program, research and development, andcommunity extension program. Activities promoting cultural competence werehighly observed in the tertiary schools in Davao Region. It was also found thatthe level of affective commitment of the faculty was high in terms of perceivedorganizational support, organizational commitment, organizational rewards,procedural justice, and direct supervisor’s support.Keywords: Educational leadership, cultural competence, affective commitment, faculty,descriptive-correlational design, Philippines

Diversity Climate and Affective Commitment of Teachers in Tertiary Schools

Commitment as an important factor in any school organization spells thedifference between success and failure in any educational undertaking. Teachers’commitment is closely connected with teaching performance. This studydetermined the relationship between diversity climate and affective commitmentof teachers in tertiary schools in Davao Region. The research design used wasdescriptive-correlational. It investigated the relationship of diversity climatecharacterized by individual practices, work group practices and organizationalpractices and affective commitment categorized as organizational support, organizational commitment, organizational reward, procedural justice and direct supervisor support. A modified questionnaire was used in the collectionof data. Data were treated using descriptive statistics such as percentage, meanand standard deviation, ANOVA, t-test and Pearson’s r correlation. The resultsof the study showed that the level of diversity climate and affective commitmentof teachers among tertiary school is high. The perception of teachers on diversity climate and the level of affective commitment do not differ significantly whenit was analyzed using the respondent profile though a significant difference wasnoted between gender and affective commitment. The data also revealed thatdiversity climate is statistically related to the affective commitment of teacher.Keywords: Management, Organizational culture, diversity climate, affectivecommitment, teachers, tertiary schools, descriptive-correlational design, DavaoCity, Philippines

Building commitment: an examination of learning climate congruence and the affective commitment of academics in an Australian university

The purpose of this study is to explore the relationship between learning climate congruence and the affective commitment of university academics. The strategy of inquiry for this research is quantitative, involving a non-experimental design for the survey research. A non-probability sample of 900 academics from a large Australian university was selected, with a response rate of 30.33%. The major conclusion drawn from this study was that the congruence between current and preferred learning climate was related to the affective commitment of university academics. More specifically, academics’ level of affective commitment was enhanced in a learning climate where they were encouraged to take risks, had plenty of time to learn new tasks and were encouraged to openly express their ideas and opinions. This study is important in a practical sense for academic managers and universities to build relationships and develop better connections with their academics.

The measurement of emotional reactions of bank clients

Focus on customers is an important factor in gaining sustainable competitive advantage of retail banks. Modern marketing-oriented banks have to be focused towards understanding and meeting the financial requirements of their clients. Attention of bank management should also be directed towards the study of quality of relationships between a bank and its clients. In this context, it is important to measure emotional reactions of clients. The aim of this paper is to identify the key drivers of emotional reactions. Specifically, two emotional reactions are observed in the paper: satisfaction and affective commitment. In the conducted study, two research models that include four independent variables (service quality, bank image, trust and social bonds) are designed, wherein satisfaction is regarded as dependent variable in the first model, while affective commitment is given the role of dependent variable in the second model. The results indicate a moderate degree of satisfaction, but also a low level of affective commitment of the respondents. In addition, trust is stressed as the most important factor of emotional reactions. On the other hand, clients believe that banks provide a good quality service, where the quality stands out as an important driver of satisfaction, but not as a driver of affective commitment.

Talent Management and differentiation: addressing psychological-contract unreplicability

It is increasingly important for organizations to have a good understanding of how to differentiate themselves from other organizations with respect to attracting and retaining talented employees. In this study, we investigate the role of the perceived unreplicability of the psychological contract in this process. Psychological-contract unreplicability concerns the extent to which employees perceive an inability to get equal or better conditions elsewhere. The outcomes of quantitative analyses of 1927 employees within fourteen large organizations show the importance of actively addressing the degree of psychological-contract unreplicability. The results show that psychological-contract unreplicability is significantly related to a higher level of affective commitment and to a lower level of turnover intention. Furthermore, a higher number of Talent Management practices and extensive autonomy in determining working hours and location are significantly related to greater perceived psychological-contract unreplicability. Mediation models with affective commitment or turnover intention as dependent variables show the presence of mediation through psychological contract unreplicability.

Relationships among perceived career support, affective commitment, and work engagement

This study sought to test the predictive effects of perceived career support and affective commitment on work engagement. It was hypothesized that perceived career support would relate positively to work engagement and this relationship would be transmitted through affective commitment. Survey data were collected from 115 full-time employees enrolled as part-time graduate students in a large public university in Malaysia. Multiple regression analysis yielded results indicating that the relationship between perceived career support and work engagement was mediated by affective commitment. This finding suggests that employers can promote employee work engagement by ensuring employees perceive their organization to be supportive of their career and increasing employees' level of affective commitment.

Affective commitment among knowledge workers: the role of pay satisfaction and organization career management

Knowledge workers are highly sought after to help organizations establish their competitive advantage. However, getting them to want to stay with an organization is a challenge indeed. Furthermore, with claims that they are different from traditional workers, it remains unclear as to what will influence them to want to stay. Hence, the purpose of this paper is to determine whether pay satisfaction and career management (opportunity for skill enhancement and mentoring relationship) can influence the level of affective commitment among knowledge workers. Data measuring the abovementioned variables was gathered from 350 respondents representing varied occupation to ensure representation of all levels of knowledge work. Findings indicate that the proposed factors significantly influence the level of affective commitment among knowledge workers engaged in low knowledge work category. For their counterparts involved in high knowledge work, these factors had minimal influence. This paper implies that organizations should refrain from employing generic strategies to improve affective commitment among knowledge workers. Instead, attention should be paid onto the level of knowledge work when selecting the appropriate strategy. This paper incorporated the micro-level characteristic of knowledge work to traditional relationship with emphasis on how different strategies appeal to different knowledge work categories.

The Relationship Between Leadership Styles And Employee Commitment At A Parastatal Company In South Africa

The influence of leadership style on employee commitment for the organisation has not been adequately addressed in the Parastatal companies in South Africa. A need therefore exists for greater understanding of the relationship between the leadership style and work-related attitudes (such as employee commitment) in order to develop a leadership style that will encourage organisational commitment. This study examined the relationship between leadership style, and employee commitment. Managers and their subordinates participated in the study. 348 questionnaires were distributed, 58 to managers and 290 to their subordinates. Final data for analysis included responses from 197 participants (34 managers, and 163 subordinates). 163 respondents rated their managers leadership behaviour on Bass and Avolios (1997) multi-factor leadership questionnaire (MLQ) and Meyer and Allens (1997) organisational commitment questionnaire (OCQ). A series of statistical procedures were followed to analyse the data. Hypotheses were tested on two levels. First, correlations among managers and subordinates with regard to the MLQ, and then the MLQ versus the OCQ. Results revealed a weak positive yet significant relationship between transformational leadership and affective commitment, normative commitment and continuance commitment. Transactional leadership had a weak but significant positive correlation with normative commitment, and Laissez-faire results indicated a weak negative yet significant correlation to affective commitment and normative commitment. Overall findings from this study suggest that leadership styles do play important roles in determining levels of affective commitment, continuance commitment and normative commitment. This study contributes to the bank of findings relating to the development of leadership and organisational commitment, not only in South Africa, but within the Parastatal organisations in particular.

The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry

In addition to extending the empirical investigation of the relationship between transformational leadership and follower affective commitment to the Chinese hospitality industry, this study makes a theoretical contribution by investigating the influence of individually held cultural values on this relationship. Building on previous research which has examined whether collectivism moderates the transformational leadership/affective commitment relationship, this study investigates the moderating effects of two additional cultural value orientations, namely power distance and uncertainty avoidance. Hierarchical regression analysis was utilized to analyse survey data from 398 employees of four Chinese hotels in Zhejiang Province. In addition to finding a positive relationship between transformational leadership and affective commitment, data analysis revealed that followers low in power distance exhibited higher levels of affective commitment when working under a transformational leader than those high in power distance. In addition, followers high in uncertainty avoidance and collectivism exhibited greater commitment when working under a transformational leader than those low in uncertainty avoidance and collectivism. These findings clearly indicate the importance of within-country cultural differences to the effectiveness of leaders in the workplace.

Het belang van psychologisch contract onrepliceerbaarheid

The importance of psychological contract unreplicability The importance of psychological contract unreplicability The need for organizations to know how to differentiate from other organizations with respect to attracting and retaining (talented) employees is becoming increasingly important. In this study we investigate the importance of perceived psychological contract unreplicability for employee’s attitudes and behavior and the way organizations can differentiate by their Talent Management practices, i-deals and implementation of The New Way of Working. Psychological contract unreplicability concerns the extent to which employees perceive they cannot get the same or better conditions somewhere else. The outcomes of the quantitative analysis of 681 respondents within six large organizations, gathered in 2010, show the importance of actively paying attention to the concept of psychological contract unreplicability. The results show that psychological contract unreplicability significantly relates to a higher level of affective commitment and a lower level of turnover intention. Furthermore, a higher amount of Talent Management practices and an extensive implementation of the New Way of Working significantly relate to a higher experienced level of psychological contract unreplicability. By testing mediation models with either the New Way of Working or Talent Management practices as independent variables and affective commitment or turnover intention as a dependent variable, the results show (partial) mediation through psychological contract unreplicability.

Comunicación comercial y boca-oído electrónico en sitios web corporativos: un análisis desde la perspectiva del marketing de relaciones

Due to the continuous growing of information exchange in the Internet, commercial web sites have started to include online tools to allow consumer interaction in them. Thus, when visiting these commercial web sites, consumers may consider not only e-retailer information (marketing communication) but also purchase and use experiences shared by other consumers (electronic word-of-mouth). This study focuses on the role of information included in a commercial web site in the improvement of the relationship with customers and the promotion of the e-retailer's products through electronic word-of-mouth. The results of the structural equations model based on commercial web sites’ users suggest that marketing communication and electronic word-of-mouth positively affect the levels of affective commitment, whereas trust can only be affected by the degree of marketing communication. Finally, trust influences on commitment, and this in turn would directly affects the level of electronic positive word-of-mouth.

Motivations and benefits for attaining HR certifications

PurposeThe aim of this paper is to examine the motivations and benefits for pursuing or not pursuing the PHR and SPHR.Design/methodology/approachUsing a sample of 1,862 participants, the study used multinomial logistic and hierarchical linear regression to test six hypotheses.FindingsParticipants pursuing SPHR were more likely to report intrinsic motivations pursuing certification, while PHR respondents were more likely to report extrinsic reasons. Other‐driven reasons were not significant predictors. Respondents not pursuing certification saw a lack of perceived benefits. Non‐pursuers of SPHR were concerned about time constraints. The pursuing and non‐pursuing groups did exhibit differences in their demographic and commitment profiles.Research limitations/implicationsThe sample is limited to only those professionals active in their local SHRM chapters. The data were cross‐sectional. Future research needs to address the validity of Human Resource Certification Institute (HRCI) certification and the lack of empirical research on the connection between certification and objective measures of job performance.Practical implicationsResults regarding perceived certification benefits suggest that organizations could run into retention problems if HR professionals continue to view marketability as the top benefit and view pay and promotion as unaffected by certification. The profiles of pursuers and non‐pursuers suggest that HRCI should target younger, less educated professionals when promoting the PHR and highlight increased marketability as the key benefit. Furthermore, HRCI should target those with high levels of affective commitment when promoting the SPHR.Originality/valueThe paper provides some of the first empirical evidence for why professionals pursue or do not pursue PHR and SPHR certification.

Effect of Supervisor-Subordinate Communication and Leadership Style on Organizational Commitment of Nurses in Health Care Setting

This study focuses on the role of supervisor-subordinate communication and leadership style on organisational commitment of nursing staff in the selected hospital. Meyer and Allen’s instrument for multidimensional organizational commitment was utilized in this research. Leader Behavior Description Questionnaire was adapted from Stogdill’s” (LBDQ-XII) form 12 and the items related to supervisor- subordinate communication were derived from two different researches by Heald, Girton and Kazanskya. The structured questionnaire was completed by 134 nursing staff of a major complex hospital in Tehran, Iran. In the demographic data, the majority of the respondent were 20 -30 years old female, had more than 10 years tenure and a Bachelor Degree. Overall, T-test analysis showed significant differences in type I and type II leader’s consideration regarding level of affective and continuance commitment. Regression analysis indicated a significant contribution of communication exchange in affective commitment through type I and type II leader’s consideration, whereas mutual communication showed a significant contribution in affective commitment only in type II consideration. There was no contribution of supervisor-subordinate communication in continuance commitment according to the two types of leader’s consideration. In conclusion, the level of affective commitment is different among nursing staff and depends on quality of the leader and member communication and leaders’ consideration. Especially in higher level of leader consideration and mutual communication, dependency of the nursing staff will increase. However, the continuance commitment depends on other factors which were not considered in current study.