Role Of Employee Commitment Research Articles

Role of Employee Commitment in Total Quality Management on Performance of Institutions of Higher Learning in Kenya

Employee commitment is one of the common thematic areas for TQM in the service sector. It is crucial in fostering a sense of purpose, dedication, and alignment with the organization's mission and values. Since organization performance is linked to product quality and depends on its employees' dedication, organizations seeking competitive advantages through TQM must critically examine the levels of employee commitment. The universities in sub-Sahara Africa face elevated environmental dynamism in providing quality education. Due to conceptual gaps in the studies on employee commitment to university education in Kenya, the study evaluated the influence of employee commitment on the performance goals of private universities in Kenya. The study targeted seventeen (17) privately chartered universities founded by religious-based institutions in Kenya and utilized descriptive research design. The study censused 17 heads of administrative sections, functional departments and academic sections and used questionnaires as the primary data collection tool. Cronbach's Alpha reliability testing indicated that the instrument achieved scale reliability. The study used both descriptive and inferential analysis, and the results indicated that performance goals positively correlated with employee commitment (r = 0.670, p < 0.05) and explained 45.82 % variance in performance goals with an effect size; β1 = 0.67697 (t = 12.97, p< 0.05). The findings showed that employee commitment significantly influences the performance goals of these universities. The study recommends that these universities should seek to train, develop and align their human capital towards higher quality objectives from individual, departmental and organizational levels. This study is significant to the stakeholders in privately – chartered universities in Kenya and related contexts, as it will offer more enriching information on employee commitment to quality

The path toward successful safety performance measurement

Introduction: Safety management is widely seen as a key contributor to occupational health and safety (OHS) performance. Performance measurement is an important tool for management in reaching its goals. Safety performance measurement has gained increasing attention in the literature. However, little is known so far of the path towards successful safety performance measurement resulting in better OHS performance. Methods: This study analyzes the maturity of safety performance measurement in relation to OHS performance and the role of employee commitment and practices of using performance information in facilitating the performance benefits. The empirical data were gathered with a survey that received 270 responses from five industrial organizations. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the data obtained. Results: It is found that commitment to performance measurement is the strongest explaining factor of both supervisor and employee OHS performance, while the maturity of performance measurement has a direct effect on supervisor safety performance only. Practical Applications: The results show how safety performance measurement can be implemented to derive the potential benefits. While managers may benefit directly from advanced performance measures, the wider performance benefits among employees materialize only by using performance measurement properly and committing employees to it.

Strategic human resource management practices and human capital development: The role of employee commitment

This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.

The Role of Commitment in the Relationship between Components of Organizational Culture and Intention to Stay

For an institution to be classified as one of the best or worst, it largely depends on the people behind it. An institution’s human resource is, therefore, seen as its most important asset. This paper investigates the role of employee commitment in linking some components of organizational culture to employee intention to stay. Components of organizational culture investigated in this paper include work environment, reward system, work environment, and leadership. Data for this study was obtained through a survey of staff of Kumasi Technical University in Ghana with the help of a questionnaire modified and simplified from pre-validated instruments proposed by early researchers. A total of 216 responses were sought from the permanent staff of the university (teaching, non-teaching). Analysis of the study was completed using LISREL software. Parameter estimates of the best-fitting model reveal that commitment mediates the relationship between three components of organizational culture (i.e., reward system, work environment, and leadership) and employee intention to stay. An important conclusion of this study is that a committed employee still requires a well-structured reward system, conducive work environment, and quality leadership from management of institutions to inform their decision to remain in the service of that organization or otherwise.

The Effect of Employee Motivation on Job Satisfaction and Job Performance among Temporary Employees: The Mediating Role of Employee Commitment

The Effect of Employee Motivation on Job Satisfaction and Job Performance among Temporary Employees: The Mediating Role of Employee Commitment

Examining customer willingness to pay more for banking services: the role of employee commitment, customer involvement and customer value

PurposeAlthough scholars highlighted the need to close the interactive marketing gap and enhanced understanding of willingness to pay more in settings where customer participation in the service delivery process is paramount, research addressing this issue is scare. This study investigates the effect of perceived employee commitment to service delivery and customer involvement on customer value and willingness to pay more. The study also examines the extent to which customer value mediates the effect of employee commitment and customer involvement on willingness to pay more for banking services.Design/methodology/approachThe analysis was based on a sample of 211 Nigerian bank customers procured through a mall-intercept survey technique. The partial least squares structural equation modelling procedure and the Preacher–Hayes Bootstrapping technique aided hypotheses testing.FindingsThis study demonstrates that elements of employee commitment to service delivery and customer involvement have significant positive effect on the components of customer value. It also shows that customer value components have significant effect on customers' willingness to pay more. Additionally, the study shows that components of customer value mediate the effect of employee commitment to service delivery and customer involvement on willingness to pay more.Research limitations/implicationsThe study contributes to closing gaps in interactive marketing literature by uncovering how willingness to pay more for services is influenced by customer perceptions of employee commitment (affective and calculative) service delivery, customer involvement and customer value (hedonic and utilitarian).Practical implicationsIt is important for managers to put in place measures that will help them know the kind of commitment cues their employees are emitting to customers as well as levels of customer involvement during service encounters.Originality/valueThis study breaks new ground in three unique ways. First, the study represents the first attempt to examine the combined effect of employee commitment to service delivery and customer involvement on consumer value perceptions. Second, the study also demonstrates that hedonic value has a more pronounced effect on willingness to pay more for banking services than utilitarian value. Finally, the study shows the extent to which customer value (hedonic vs utilitarian) mediates the effect of employee commitment to service delivery and customer involvement on willingness to pay more.

The Role of Human Resource Policy Implementation in Determent the Organizational Comittment in the Manufacturing Industry of Indonesia

The prime objective of the current study is to examine the role of human resource policy implementation in determent the Organizational Commitments in the manufacturing industry of Indonesia. The EC and gender are examined as mediator and moderator, respectively. The manufacturing industry of Indonesia, which is among the world largest industry, is taken as a sample. There are a number of factors that contribute to the relationship of organization and commitment of employees. The HR policies that are attractive and supportive will play an important role to fulfil commitment with organization. for this reason, the objective of the current study is to examine the impact of Job Characteristics, Work life policies and Career opportunity as the predictor of Organizational Outcome with the mediating role of Employee commitment. The study has employed SEM-PLS to achieve the research objectives of the current study. The findings of the study have provided support to the proposed hypothesis of the study. The study is among the pioneering studies on the issues related to Human resource implementation, and the Organizational Outcome in the manufacturing industry of Indonesia. The study will be helpful for the policymakers, and researchers in understanding the issues related to Human resource implementation, and the Organizational Outcome in the manufacturing industry of Indonesia.

Commitment to Work and its Relationship with Organizational Culture Mediated by Satisfaction

Purpose – The objective of this study is to analyze the mediating effect of satisfaction on the relationship between organizational culture and commitment at work. Design/methodology/approach – This paper adopts a quantitative and descriptive approach, applying an online questionnaire to employees of a public development bank operating in the Northeast of Brazil. The analysis method involved the use of structural equations modeling. Findings – The main results indicate that job satisfaction plays an important role in employee commitment, mediating the positive influence of organizational culture on commitment to work in its affective, instrumental, and normative dimensions in adhocratic cultures, and on affective commitment in clan cultures. They also indicate that satisfaction is a direct predictor of organizational commitment in the same way it mediates the relationship between culture and commitment. Originality/value – This paper contributes to increasing the theoretical knowledge about the relationships established between culture, satisfaction, and commitment. For the area of people management, this knowledge can favor organizational performance, allowing managers to act more accurately in each of these constructs.

Impact of firm’s customer orientation on performance: the moderating role of interfunctional coordination and employee commitment

ABSTRACTThe effect of a firm’s strategic orientation, such as customer orientation, on performance has received research attention; however, knowledge regarding its specific effect on the customer-related performance measures is very limited. Most of the previous attempts have focused on developing a direct relationship with a firm’s financial performance, which contradicts with the central tenet of customer orientation. In addition, in this context, the role of employees’ committed behavior, customer contact time and a firm’s emphasis on interfunctional coordination for the efficacy of customer orientation have received little research attention. Drawing on dynamic capability theory and service climate theory, this study addresses how employees and a firm’s interfunctional coordination play a key role in the firm’s customer orientation to drive its customer-related performance. Based on a sample from the UK’s service industry, the findings support the arguments. The findings also offer new insights into the interplay of different strategic orientations and employees’ role in driving superior performance through customer orientation.

Antecedents of Organizational Performance in Challenging Business Environment: The role of Employee Commitment and Supply Chain Integration

Businesses in KP region face multidimensional problems and as such they require to be studied within their unique settings. This study is an attempt to understand the link of employee commitment and supply chain integration on organizational performance using structural equation modelling on data collected via questionnaires from employees of FMCGs operating in District Peshawar, Mardan, Noshehra and Swabi. A total of 152 usable responses were received and used for the purpose of study. The results indicate that Employee Commitment is positively and significantly related to Supply Chain Integration and Organizational performance and Supply Chain Integration is positively and significantly related to Organizational Performance. The paper conclude that managers should invest in creating a favourable work environment for the employees and must work towards creating an integrated supply chain to enhance organizational performance. Finally, some venues for further research in the area are presented.

Motivation to Innovate: An Examination of the Role of Employee Commitment

It is seen that even when the right resources are present, employees may still possess a low level of motivation. We propose that this is due to the influence of organizational commitment. In this paper, the influence of innovation climate and knowledge management on motivation to innovate is analysed, with the mediation of organizational commitment. The study uses a sample of 483 software engineers from 180 small and medium sized software organizations in India. The mediation effect of organizational commitment and the interrelationships of the variables are verified using the structural equation modelling technique. Results from the analysis show that innovation climate, knowledge management and organizational commitment have a positive influence on motivation to innovate. Organizational commitment has a partial mediation effect on the relationship of innovation climate and knowledge management with employee motivation to innovate. This study shows empirical evidence to show the role of organizational commitment on motivation to innovate.

The Impact of Employee Commitment on Employee Satisfaction Role of Employee Performance as a Moderating Variable

Role of employee commitment is always been accepted as an active catalyst for improving organizational satisfaction. In this research employee satisfaction is taken as dependent variable and employee commitment is employed as independent variable, whereas employee performance is used as moderating variable. Sample for this study is selected from employees working in various private and public organizations of major cities of Lahore, Faisalabad and Karachi. Data is collected through close- ended questionnaire and statistically analyzed through SPSS by applying descriptive statistics and t-test, results revealed that the there is a moderate level of interdependence between these variables. So we will reject alternate hypothesis and accept null hypothesis.

Employer engagement: the critical role of employee commitment

Employer engagement: the critical role of employee commitment

Employer engagement: the critical role of employee commitment

PurposeThe purpose of this paper is to introduce a case study that identifies the practical issues and implications of employer engagement through course design, delivery and employee commitment in a higher education course delivered in the financial services sector.Design/methodology/approachUsing a case study the paper draws on the course team (employer and university) experience of a higher education course delivered at a financial services institution over a two cohort period. Student application data and student feedback are used to identify the practical issues arising from course.FindingsThe paper emphasises the importance of understanding the business of the employer, bespoke delivery models and employee commitment for increasing employer participation in higher skills in the work place, particularly for employers not traditionally engaging with universities for course delivery at undergraduate level.Originality/valueThe paper explores issues for employers and universities for design, delivery and sustainability of higher skills in the work place.

Want to, need to, ought to: employee commitment to organizational change

PurposeThis study aims to focus on the role of employee commitment in the success of organizational change initiatives. The authors seek to propose and test a model that delineates antecedents and consequences of affective, normative, and continuance commitment to organizational change.Design/methodology/approachData were collected via online survey from employees working in a large not‐for‐profit organization. A total of 191 responses (32 per cent) were obtained. The hypothesized model relationships were tested using structural equation modeling.FindingsThe results demonstrate that the antecedents: fit with vision, employee‐manager relationship quality, job motivation, and role autonomy all influence commitment to change (C2C). Notably, affective commitment, which in turn influences employee perceptions about improved performance, implementation success, and individual learning regarding the change, had the greatest impact.Research limitations/implicationsLimitations that could lead to future research include three primary issues. First, the data were collected from one organization. Second, data were collected at one point in time. Third, the proposed model is far from exhaustive. Other antecedents to C2C could include risk acceptance, organizational culture, and/or leadership style.Practical implicationsIn addition, given affective commitment to change (AC2C) has the greatest influence on outcomes such as implementation success and improved performance, the antecedents of AC2C warrant management's attention. If managers can influence AC2C through such factors as those proposed here, outcomes such as individual learning, perceived implementation success, and perceived improved performance will be influenced.Originality/valueThe paper integrates two models evaluating employee reactions to change, an under researched area, to help uncover ways to improve the success of change initiatives.

The role of employee commitment and trust in service relationships

Believes that organizations need to match their internal marketing programmes to fit with their external marketing orientation. According to the contingency view of marketing, we can achieve organizationally desirable outcomes, by managing the factors that lead to “mediators” in the form of employee trust and organizational commitment. Presents the findings of a study, based on a survey of 513 patient contract employees in a major public hospital, ascertaining that organizational commitment and dimensions of trust have different antecedents and relationships with preferred organizational outcomes. Argues that organizations which emphasize flexibility and customer orientation will need to develop organizational commitment and trusting relationships with their employees through appropriate internal strategies.