Affective Organizational Commitment Research Articles

Sowing the seeds of love: Cultivating perceptions of culture of companionate love through listening and its effects on organizational outcomes

AbstractFostering a culture of companionate love in the workplace offers numerous benefits for employees, yet the methods for achieving this remain unclear. We propose that high‐quality listening, characterized by undivided attention, understanding, and a positive and non‐judgmental intention toward the speaker, could be a key facilitator. We hypothesized that such listening could enhance employees' perceptions of companionate love. Additionally, we hypothesized that an enhanced perception of companionate love would increase employees' subjective well‐being, resilience, affective commitment, and willingness to cooperate at work. To examine these hypotheses, we conducted four studies. Study 1 was a preregistered and highly‐powered field study (N = 752) involving employees from various organizations. Study 2 (N = 37), was a longitudinal research that included a listening training of 16 hours for teachers in a single school. Study 3 was a quasi‐field experiment within a risk‐management company, with employees receiving 12 hours of listening education while a waitlist served as a control group (N = 67). Study 4 was a quasi‐experiment that served as a conceptual replication and extension of Studies 2 and 3. The study involved listening training for employees in a global communications company, providing 14 hours of online listening training. An active control group (N = 60) was included. Across all studies, we found that feeling listened to by colleagues led to increased perceptions of companionate love in the organization, which, in turn, increased employees' subjective well‐being, resilience, affective organizational commitment, and willingness to collaborate. Theoretical and practical implications are discussed.

Is job crafting beneficial for millennial employees? A moderated mediation model of affective organizational commitment, turnover intention and entrepreneurial leadership

PurposeThis paper presents a moderated mediation model of job crafting and turnover intention grounded in the affective events theory. It examines the mediating role of affective organisational commitment (AOC) and the moderating effect of entrepreneurial leadership (EL) on the link between millennials’ job crafting, AOC and, subsequently, turnover intention.Design/methodology/approachA sample of 352 millennials was analysed using structural equation modelling (SEM) and SPSS.FindingsAOC mediated the relationship between two job crafting dimensions – increasing structural job resources and challenging job demands – and turnover intention among millennial workers. Moreover, EL enhances the relationship between these dimensions and AOC.Originality/valueThis paper offers insights into millennials’ work behaviour, highlighting the role of AOC in retention and the significance of EL in strengthening millennials’ emotional commitment, especially from those working in an SME context.

Impact of caring leadership on nurses’ work engagement: examining the chain mediating effect of calling and affective organization commitment

BackgroundPrevious studies have established a positive link between nurse managers’ caring leadership and nurses’ work engagement, but the processes and conditions through which this leadership style influences positive work behaviors remain largely unexplored. To address this gap and contribute to the existing body of knowledge, we developed a chain-mediated effects model to elucidate the impact of caring leadership on nurses’ work engagement and the underlying mechanisms. In this model, we identified professional mission and affective organizational commitment as the mediating variables, offering a novel perspective on the relationship between caring leadership and work engagement.MethodsA robust multi-center and large-sample cross-sectional survey was conducted, involving 2502 first-line nurses from six general tertiary hospitals across the eastern, central, and western regions of China. The data collection instruments included a comprehensive questionnaire covering demographic information, the caring leadership scale, the Chinese calling scale, the affective organizational commitment scale, and the Utrecht work engagement scale. Data were meticulously screened and analyzed, employing descriptive analysis to summarize the demographic information, correlation analysis to test the relationship among the variables, stepwise regression analysis to explore the mediating role of calling and affective organization commitment, and the bootstrap method to test the chain mediating effect. This rigorous methodology not only ensures the reliability and validity of research findings but also instills confidence in the robustness of this research.ResultsThe results indicated a positive relationship among caring leadership, calling, affective organizational commitment, and nurses’ work engagement (p < 0.001). Specifically, caring leadership was significantly associated with nurses’ calling (β = 0.55, p < 0.001), affective organizational commitment (β = 0.21, p < 0.001), and work engagement (β = 0.05, p < 0.001). And the analysis further revealed that calling and affective organizational commitment mediate the process between caring leadership and work engagement(Effect: 0.17, 0.03, 0.05), with a relative effect size of 89.3% for the total indirect effect. These findings highlight the crucial role of these factors in enhancing nurses’ work engagement, providing valuable insights for healthcare leaders and policymakers.ConclusionCaring leadership positively predicts nurses’ work engagement and indirectly mediates calling and affective organizational commitment. The results of this study revealed that the mechanisms of caring leadership influence nurses’ work engagement, which provides a new approach to strengthening nurses’ work engagement and improving patient healthcare outcomes and organizational performance. Healthcare organizations face continuous challenges; this study embodies the significance of caring leadership in improving nurses’ work experience and increasing their work engagement. Nursing managers should enhance their knowledge of caring leadership and receive caring leadership training, thus actively improving their leadership behaviors in nurse management, enhancing leadership effectiveness, and creating more possibilities for developing healthcare organizations.

Psychological need satisfaction, frustration, and unfulfillment profiles in the workplace: Their nature, predictors, and outcomes

Abstract Based on self-determination theory, this research relied on person-centered analyses to show how the distinct components of psychological need states combine to produce distinct profiles. We also explored contemporarily antecedents (perceptions of the organization’s environmental corporate social responsibility and negative moral emotions related to the organization’s environmental (ir)responsibility) and organizational outcomes (affective organizational commitment, turnover intentions, and cyberslacking). Questionnaire surveys were completed by 525 French employees. Four profiles characterized by configurations of psychological need states were identified and showed well-differentiated patterns. Negative moral emotions predicted membership in the most detrimental need states profiles while corporate social responsibility perceptions did not. As expected, we found opposite patterns of associations between profile membership and affective organizational commitment and turnover intentions, while the highest levels of cyberslacking were found in the most positive need states profiles. The results add to person-centered research and emphasize the importance of psychological experiences in the workplace and organizational outcomes.

Psychometric analysis of the quiet quitting and quiet firing scale among Turkish healthcare professionals.

Due to the impact of the COVID-19 pandemic, the risk of quiet quitting among healthcare professionals is increasing. Individuals who engage in the quiet quitting process may also unknowingly become the target of quiet firing. The concepts of quiet quitting and quiet firing play a crucial role in promoting employee resilience and preventing organizational losses. This study aimed to conduct a validity and reliability analysis of the quiet quitting and quiet firing scale (QQ and QF scale) in Turkish. A methodological study was conducted with 445 healthcare professionals. The item-total score correlation values ranged between 0.37 and 0.76. The confirmatory factor analysis confirmed a 14-item, two-factor structure. Cronbach's ⍺ internal consistency coefficient was 0.89. The QQ and QF scale had a strong negative correlation with the person-organization fit scale and the happiness at work scale subscales of engagement, job satisfaction and affective organizational commitment. The results showed that the adapted version of the QQ and QF scale was valid and suitable for use in Turkey.

Exploring the Landscape of Diversity Climate Research as a Means of Promoting Diversity, Equity, Inclusion, and Belongingness for Academic and Organizational Progress

Diversity climate, due to its impending impact on inclusion efforts, has been researched to understand its varied dimensions. Both from an academic standpoint, as well as an organizational perspective, researchers must coalesce to understand diversity in the Indian context, considering the social and economic angles that present themselves both as a challenge and an opportunity. The present research attempts to collate various investigative endeavors where key variables such as task conflict, relationship conflict, organizational commitment, innovation culture, psychological empowerment, identity freedom, diversity perception, demographic insights, leadership, fairness and discrimination, cultural intelligence, team performance, workplace attachment, employee performance, business unit financial performance, affective organizational commitment, job satisfaction, role ambiguity, and linguistic parameters, with the common dependent variable being diversity climate. The present research attempts to demonstrate various aspects related to diversity climate that can be advanced further within the Indian context for customized results.

Pengaruh Kepuasan Kerja Dan Komitmen Organisasi Terhadap Organizational Citizenship Behavior (OCB) pada Bagian Cleaning Service PT. Gokko Mirai Indonesia

This study aims to determine the effect of job satisfaction and organizational commitment on OCB at PT Gokko Mirai Indonesia, Indonesia. The method used was descriptive quantitative. The sampling method used was saturated sampling, while data were collected by distributing questionnaires to 76 respondents from the cleaning service department, which were then analyzed for partial and simultaneous effects using path analysis, coefficient of determination, and hypothesis testing with t-test and F-test. The results showed that: The effect of job satisfaction on OCB is positive and significant. Hypothesis testing results in a value of t&gt; t-table or (3.786&gt; 1.992) and a probability of 0.000 &lt;0.05, meaning that H1 is accepted, indicating a positive and significant effect of job satisfaction on OCB. The effect of organizational commitment on OCB is positive and significant. Hypothesis testing produces a value of (4,903&gt; 1,992) and a probability of 0.000 &lt;0.05, meaning that H2 is accepted, indicating a positive and significant effect of organizational commitment on OCB. The simultaneous test results of job satisfaction and organizational commitment are positive and significant to OCB. Hypothesis testing results in (82.0502 &gt; 3.12) and a probability of 0.000 &lt; 0.05, then H3 is accepted, indicating a positive and significant effect of job satisfaction and organizational commitment on OCB. Based on the research results, it can be concluded that job satisfaction partially affects OCB at PT Gokko Mirai Indonesia. Organizational commitment affects OCB at PT Gokko Mirai Indonesia, and simultaneously, job satisfaction and organizational commitment affect OCB at PT Gokko Mirai Indonesia.

Predicting the Quiet Quitting Intention Among the Generation Z Workforce in Hotel Industry

ABSTRACT This research examined the factors leading to burnout and job embeddedness, and consequently, to the quiet quitting intention among young hotel staff in China. These determinants included employee engagement, affective organizational commitment, quality of work life, and work overload. The data were gathered through an online survey and 585 valid responses were obtained. Partial least squares structural equation modeling (PLS-SEM) was applied to assess the connections. The results indicated that affective organizational commitment and quality of work life had a significant positive impact on job embeddedness, whereas employee engagement, affective organizational commitment, quality of work life, and work overload had a significant negative effect on job burnout. Additionally, higher levels of job burnout and lower levels of job embeddedness are associated with a greater quiet quitting intention among Gen Z staff in the Chinese hotel industry. For this reason, hotel management should emphasize employee engagement, affective organizational commitment, quality of work life, and maintaining a manageable workload to enhance job embeddedness and reduce job burnout and quiet quitting intention among Gen Z staff in the Chinese hotel industry.

THE INFLUENCE OF MOTIVATION AND ORGANIZATIONAL COMMITMENT ON DISCIPLINE IN TRABAS ORGANIZATION

As the only one motor-trail adventure organization in Bandung, TRABAS has an exclusive impression among the bike-lovers. Therefore, the recruitment for new members increases from period to period. Up to today, TRABAS has 1204 members since it was established in 1995. However, the large number of new members does not align with the high participation in signature activities of TRABAS. This research aims to find out how motivation and organizational commitment affect discipline in TRABAS Organization. The research method used is a descriptive method with data collection techniques, namely a questionnaire with a population of 270 organizational administrators in Bandung Raya, and utilizing a purposive sampling method with the Slovin formula to determine the sample size, namely 72 organizational administrators. This research also uses PLS-SEM with the help of Smart-PLS 4. The result of the study based on the descriptive analysis shows that motivation, organizational commitment, and discipline is included in good category. Meanwhile, based on the PLS-SEM Analysis, H1: P-value of 0,000 &lt; 0,05 and the T-statistic value is 3,312 &gt; 1,96, means that H1 is accepted and H2: P-value of 0,001 &lt; 0,05 and the T-statistic value is 5,586 &gt; 1,96, means that H2 is also accepted. The conclusion is motivation, organizational commitment, and discipline in TRABAS is good. In addition, there is an impact from motivation and commitment on discipline in TRABAS organization.

Anticipated organizational identity change, job anxiety and affective commitment during macro-level turbulence: a cross-lagged study in the shifting sands of Brexit

ABSTRACT The current study examines how events external to organizations raise a challenge to perceptions of organizational identity continuity leading to a negative affective and attitudinal workforce response. This 5-wave study surveys full-time employees (N = 1309) from around the UK during a period of socio-political turmoil during negotiations of terms of withdrawal from the EU (Brexit). Drawing on Conservation of Resources Theory and Affective Events Theory we hypothesize that employees’ anticipation of change in organizational identity will lead to negative individual-level affective responses of job anxiety and a subsequent reduction in affective commitment. Utilizing a Random Intercept Cross Lagged Panel Model, the results show that within-person increases in perceptions of anticipated organizational identity change are followed by increases in job anxiety, which is followed by reductions in affective organizational commitment. Thus, the turbulent external context challenges employees’ enduring sense of organizational identity which can have profound effects on employees and their relationship with their employer.

Employee benefit availability, use, and subjective evaluation: A meta-analysis of relationships with perceived organizational support, affective organizational commitment, withdrawal, job satisfaction, and well-being.

Employee benefits constitute 38.1% of compensation costs, representing a sizeable investment in the workforce. Unlike other forms of support that depend on the actions of individuals throughout the organization, benefits can be changed through decisions at the highest level and influence employees throughout the company. Yet, the literature on benefits has been largely disjointed, resulting in theoretical ambiguity and practical questions about the role of employee benefit experiences in individual employee outcomes. To inform theory and practice, we organized the benefits literature using social exchange theory as a framework and conducted a meta-analysis on the relationships of employee benefit availability, use, and subjective evaluation with perceived organizational support, employee attitudes, and well-being. Our review (k = 134, N = 260,604) found unique relationships between the availability and subjective evaluation of employee benefits and affective organizational commitment, withdrawal intentions, job satisfaction, and well-being, with these relationships partially mediated by perceived organizational support. Benefit use contributed little to these outcomes beyond benefit availability and subjective evaluation. Benefit subjective evaluation was also more strongly related to most outcomes than were benefits availability and use. These relationships varied across types of benefits, with training benefits more strongly related to job satisfaction and health care and retirement benefits more strongly related to turnover intentions. Altogether, this meta-analysis integrates the empirical literature on employee benefits and highlights the implications of benefit experiences and types for the employee-organization relationship and employee well-being. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Unethical Pro–Organizational Behavior and Employee Performance in Côte d’Ivoire: The Effects of Leader–Member Exchange and Affective Organizational Commitment

ABSTRACT Unethical pro-organizational behavior (UPB) that is intended to promote the functioning of the organization but violates ethical norms impacts employees’ in-role performance negatively due to the potential reputational and economic damages that such behavior may cause. Based on social exchange theory, we suggest that leader-member exchange (LMX) and affective organizational commitment moderate the UPB-performance relationship. We test our hypotheses with dyadic data collected in two waves from 218 employees and their 22 direct supervisors working in a federal government ministry in Côte d’Ivoire. Our findings support our hypothesis about the negative effects of UPB on employee performance and show that employees engaging in UPB hurt their own performance appraisal. We also find evidence for the moderating effects of LMX and affective organizational commitment. Our study contributes to a greater understanding of the effects of UPB in public organizations.

Perceived Ethical Leadership and Follower Outcomes in the Public Sector: The Moderating Effect of Followers' Need for Autonomy

Ethical leadership is of growing interest and concern in public administration research and practice. Although both scholarship and practical wisdom suggest that the outcomes of leadership are contingent on followers' characteristics, knowledge about what individual preferences matter for the leadership–outcome relationship and how they moderate it is still scant. This study expands on extant scholarship by focusing on the moderating role of followers' need for autonomy in the association between perceived ethical leadership and two important follower outcomes, i.e., job satisfaction and affective organizational commitment. Building on self-determination theory, we test rivaling hypotheses on the moderating effect of follower's need for autonomy in a sample of public sector employees in Germany (n = 462). The results support the enhancement hypothesis, according to which the association between ethical leadership and follower outcomes increases at higher levels of need for autonomy. However, we find this effect only for job satisfaction, while no such moderation occurs in the case of affective organizational commitment. Future research is challenged to further explore the multiple contingencies of ethical leadership in the public sector by examining other configurations of outcomes and moderators at various levels of analysis.

A Study on the Effects of Married Women’s Perceived Social Support and Family-Friendly Policy on Affective Organizational Commitment: Focusing on the Meditating Role of Career Aspirations

A Study on the Effects of Married Women’s Perceived Social Support and Family-Friendly Policy on Affective Organizational Commitment: Focusing on the Meditating Role of Career Aspirations

How internal listening inspires remote employee engagement: examining the mediating effects of perceived organizational support and affective organizational commitment

PurposeEven though remote work has been around for years and COVID-19 has rapidly increased its prevalence among organizations, research on remote employee engagement is limited. Informed by social exchange theory and social support theory, the purpose of the current study is to examine how internal listening, including both organizational and supervisory listening, influences remote employee engagement and the mediating role of remote employees perceived organizational supportiveness and affective organizational commitment.Design/methodology/approachUsing survey as the research method, the study recruited full-time employees who fully work remotely in the United States of America. The data were collected in early December 2021, and a total of 527 complete and valid responses were used for data analysis. Structural equation modeling (SEM) was used to test the study hypotheses.FindingsThe results showed that both organizational and supervisory listening had an indirect effect on remote employee engagement by strengthening their perceived organizational support and affective organizational commitment. Both organizational listening and supervisory listening could make remote employees feel they are supported by the organization. However, only supervisory listening had a significant direct impact on remote employees' affective commitment to the organization.Originality/valueThis study is among the first that examines the importance of listening in motivating employee engagement in the context of remote work. The findings showcase the communication functions, from the aspect of organizational and leadership listening, in inspiring the remote workforce. Moreover, this study contributes to the understanding of listening as a pivotal force in driving employees' positive emotional and relational outcomes when they work remotely.

Does workplace incivility trigger the intention to self-initiate expatriation? An investigation among young Tunisian physicians

PurposeThis paper aims to examine the relationship between workplace incivility and the intention to self-initiate expatriation and whether this relationship is mediated by affective organizational commitment. It also explores the moderating role of career commitment in this proposed model.Design/methodology/approachThe data were collected using a questionnaire among 145 young physicians from Tunisian hospitals. Hypotheses are tested using the PROCESS macro (models 4 and 7) in SPSS.FindingsWorkplace incivility is negatively related to affective organizational commitment, which in turn is related to the intention to self-initiate expatriation. Furthermore, career commitment moderates the indirect effect of workplace incivility on expatriate intention through affective organizational commitment. Specifically, when career commitment is high, the indirect effect on the intention to self-initiate expatriation is stronger.Originality/valueThis is one of the first studies to examine the indirect influence of workplace incivility on the intention to self-initiate expatriation. Moreover, it furthers our understanding of a contingent factor that influences this indirect effect.

Does age affect organizational commitment and individual work performance?

The study aimed to examine the effect of age on organizational commitment and individual work performance. To broaden and deepen the concepts of the study, literature was reviewed. The study used a descriptive assessment and correlational research design. The population of the study is the employees of the institution. Questionnaires were used to gather the data and weighted mean and Pearson r were used to interpret and analyze the data. The study found that overall, there is no correlation between age and organizational commitment and individual work performance. However, there is a significant correlation between age and affective commitment of the employees which suggests that the older they become, the more affectionate they become to the institution.

Connecting leaders and employees' affective commitment: a multilevel analysis

PurposeThis research aims to identify whether leaders' affective organizational commitment influences employees' affective commitment to both the leader and the organization. Additionally, the study explores the role of employees' emotional awareness in shaping these relationships.Design/methodology/approachExamining a sample of 154 leaders and 249 employees in multinational companies, this study adopts a multilevel approach.FindingsThe results reveal a positive influence between the two foci of commitment (leaders and organization) at both the leader and employee levels. Furthermore, it confirms that employees' emotional awareness plays a positive role in the commitment process.Practical implicationsThis research highlights the significance of implementing internal policies and measures that consider the various foci of commitment. To foster employees' commitment, it is crucial to establish a robust alignment between human resources management and leaders.Originality/valueThis study delves into the exploration of two commitment foci to deepen our comprehension of the directional relationship between them in the workplace. More specifically, our research scrutinizes the impact of leaders' affective organizational commitment on employees' affective commitment to the organization, while also analyzing its reciprocal influence on employees' affective commitment toward their leaders.

Leading Volunteers Effectively: Development and Preliminary Validation of the Volunteer Leader Behavior Scale

Volunteers are integral to civic and social life, and leadership is integral to keeping volunteers satisfied and committed. However, volunteer leadership research is hindered by the dispersion of leadership theories and the absence of a specialized leader behavior assessment tool. To address this, we developed and validated a four-dimensional scale for evaluating the behaviors of leaders of volunteers. Using confirmatory factor analyses, we confirmed a four-factor, hierarchical model in an Australian emergency volunteer sample. Concurrent validity was confirmed in relation to satisfaction with leadership, overall satisfaction with volunteering experience, and affective organizational commitment. Further details of quantitative studies for scale evaluation are provided. This study provides researchers and practitioners with a valid and reliable instrument to assess different aspects of effective leader behaviors within the volunteering context. Implications, limitations, and future research directions are discussed.

The effect of lean manufacturing practices on employees’ well-being mediated by job characteristics

PurposeBased on the principles of positive psychology, this study aims to investigate the mediating role of job characteristics (task, knowledge, social and work context) in the connection between lean manufacturing (LM) practices and employee well-being.Design/methodology/approachEmployee well-being, encompassing job satisfaction, organizational affective commitment and work involvement, is conceptualized as a second-order construct. Using a proposed model, an online survey was administered to 520 participants across 23 operational sectors categories of the Brazilian manufacturing industry. The data is processed using structural equation analysis.FindingsThe research shows that the relationship between LM practices and employee well-being is partially mediated through three out of the four work characteristics (task, knowledge and social). In addition, LM exerts a direct and significant influence on employee well-being.Practical implicationsThis study contributes to practical insights by encouraging industrial managers to refine their managerial work design. It highlights the importance of appropriately dimensioning tasks, nurturing social skills to enhance interactions and task execution and optimizing physical facilities to counteract potential initial-stage work intensification during LM implementation.Originality/valuePrevious research about organizational behavior extensively examines happiness at work, focusing on constructs such as well-being, satisfaction, commitment, engagement and motivation, but there is a lack of studies assessing employee well-being in the lean context, particularly from a positive perspective.