Role Of Affective Organizational Commitment Research Articles

Unlocking the relationships between developmental human resource practices, psychological collectivism and knowledge hiding: the moderating role of affective organizational commitment

PurposeThis study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices influence employee knowledge hiding behaviors. Additionally, the authors investigate the mediating role of psychological collectivism and the moderating role of affective organizational commitment.Design/methodology/approachTo test the research model, the authors employed a three-stage time-lagged study design and surveyed a sample of 302 employees in China. The authors utilized confirmatory factor analysis, hierarchical regression analysis and the bootstrapping method using statistical product and service solutions (SPSS) and analysis of moment structures (AMOS) to test the hypotheses.FindingsThe findings indicate the following: (1) Developmental HR practices are negatively associated with playing dumb and evasive hiding, but positively linked with rationalized hiding; (2) Psychological collectivism serves as a mediating factor in the relationship between developmental HR practices and knowledge hiding; (3) Affective organizational commitment not only moderates the relationship between developmental HR practices and psychological collectivism, but also reinforces the indirect impact of developmental HR practices on knowledge hiding.Originality/valueThis study offers a fresh perspective on previous research regarding the impact of developmental HR practices on employee behavior. Furthermore, it provides practical recommendations for organizations to enhance knowledge management by fostering stronger emotional connections between employees and the organization.

How Does Servant Leadership Affect Turnover Intention a Company?

The food and beverage industry continues to experience positive and substantial development from year to year. Nonetheless, attrition rates range between 60% and 300%. This study investigates the relationship between servant leadership, affective organizational commitment, and turnover intention. In addition, this study seeks to examine the role of affective organizational commitment as a mediator between servant leadership and turnover intention. This study's sample consisted of 78 restaurant employees. The technique used for data analysis was Structural Equation Modeling Partial Least Square (SEM PLS). According to the findings of the study, servant leadership and affective organizational commitment had a significant negative impact on turnover intention. Lastly, affective organizational commitment can substantially and negatively moderate the effect of servant leadership on turnover intention.

Social and Environmental Sustainability, Workers’ Well-Being, and Affective Organizational Commitment in Palm Oil Industries

This paper examines the relationship between social and environmental sustainability and workers’ well-being as well as the mediation role of affective organizational commitment for those relationships through social exchange and stakeholder theories. A questionnaire was used to collect data from 112 workers employed in palm oil plantations in Malaysia. Structural equation modeling was then applied to examine the hypotheses. Findings show that social and environmental sustainability positively relates to workers’ well-being. We also found that affective commitment positively mediates social and environmental sustainability relationships with workers’ well-being. Our research findings have practical implications for various stakeholders, such as investors, policymakers, and managers in the palm oil industry. Our results highlight the importance of addressing the well-being of workers and the sustainability factors in palm oil plantations. This study suggests a widened perspective on sustainability factors and well-being which allows professionals to evaluate and enhance sustainability across their operations in a more comprehensive manner.

The Mediating Role of Affective Organisational Commitment for Employees’ Health: between stress, satisfactory payment and optimism

The Mediating Role of Affective Organisational Commitment for Employees’ Health: between stress, satisfactory payment and optimism

Exploring the Mechanisms Linking Transformational Leadership, Perceived Organizational Support, Creativity, and Performance in Hospitality: The Mediating Role of Affective Organizational Commitment.

Integrating leadership and creativity theories, this study proposed and examined a model linking transformational leadership, perceived organizational support, affective organizational commitment, creativity, and performance. Structural equation modeling was thus performed using 362 employee–supervisor dyads from the international tourist hotels in Taiwan. The results indicated that both transformational leadership and perceived organizational support were significantly and positively related to employee affective organizational commitment, creativity, and performance, while affective organizational commitment had significantly positive influences on creativity and performance. Support was also found for the significant and positive mediating relationships between affective organizational commitment and the influences of both transformational leadership and perceived organizational support on creativity and performance. The theoretical and practical implications of these findings for hospitality are also discussed.

The Impact of Transformational Leadership on Employee Turnover Intention: The Mediating and Moderating Role of Affective Organizational Commitment and Job Embeddedness

The Impact of Transformational Leadership on Employee Turnover Intention: The Mediating and Moderating Role of Affective Organizational Commitment and Job Embeddedness

Linking middle-managers' ownership feelings to their innovative work behaviour: the mediating role of affective organisational commitment

AbstractMiddle-managers' innovative behaviours are considered an essential determinant of firm-level innovativeness. While prior research has traditionally focused on the contextual determinants of middle-managers' innovative work behaviour (IWB), research regarding individual-level determinants continues to remain scant. Particularly lacking is research which explores how middle-managers' ownership feelings influence their IWB. This study investigates whether middle-managers' affective commitment mediates the relationship between their psychological ownership and their IWB. Data are collected from 110 middle-managers – supervisor dyads in a large Malaysian IT organisation. Findings from this study contribute to enhancing our understanding of the individual-level determinants of middle-managers' IWB.

Co-worker support, voluntary turnover intention and knowledge withholding among IT specialists: the mediating role of affective organizational commitment

PurposeThe purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.Design/methodology/approachThe data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.FindingsThe results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.Research limitations/implicationsThe cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.Practical implicationsTo increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.Originality/valueThis research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.

Mediating Role of Affective Organizational Commitment on the Relationship between Training and Employee’s Performance: a Case of Civil Society Organizations

In a competitive business environment, organizational performance depends upon employees’ performance and their capabilities which can be enhanced through effectual tools like, training to boost knowledge, behaviour and skills of employees. This research aims to investigate the effect of training on employees’ performance directly and indirectly mediated through affective organizational commitment in the civil society organizations of Pakistan. Convenient sampling technique was used and the sample of 219 employees was selected out of 569 total employees from different CSOs Offices of Punjab by using Krejcie and Morgan table. Descriptive statistics, correlation and confirmatory factor analysis were used to analyse the data. The results demonstrated that training has a positive and significant impact on employees’ performance. Further, an effective organizational commitment was found to have significant mediation in the relationship between employees’ performance and training. Thus, the study suggested that training should be the part of civil society organization to boost the organizational commitment which will affect the employee performance.

Talent Management, Affective Organizational Commitment and Service Performance in Local Government.

Talent management (TM) is a fundamental issue for both private and public sector companies. This study analyzes the impact of TM on service performance (SP) and the mediating role of affective organizational commitment (AOC). We analyze a sample of 104 local government employees with three measures of TM, AOC and SP. The mediation hypothesis of AOC was also raised in the study using Baron and Kenny’s methodology and Hayes PROCESS. The results reveal how AOC is a total mediating variable in the causal relationship TM → SP. This study is cross-sectional. Common-method bias is controlled in the study. The results involves a concern for improving services through the professionals who provide them, which in turn entails managing people in a way that is different, more flexible, less bureaucratic, and more client- or citizen-oriented. Given the scant research exploring the role of talent management in public services, this article offers valuable insights for scientific literature and practitioners in the public administration.

Performance management and teacher performance: the role of affective organizational commitment and exhaustion

Performance management is an ongoing process that intends to facilitate employee performance. There are concerns that this may lead to negative employee experiences. In education, an effectively operating performance management process is crucial, considering the challenging and demanding nature of the teaching profession. Drawing on social exchange theory and the job demands-resources model, we propose that when teachers perceive performance management as a process that adheres to the principles of a so-called strong HRM system (i.e. one that communicates distinctively, consistently and reaches high levels of consensus), they will feel more appreciated, valued and energized, as signaled by higher levels of affective organizational commitment and less exhaustion. We hypothesize that, in turn, these outcomes improve teacher performance. We collected data from 458 Flemish teachers and matched these with performance ratings provided by school principals. The results show that the perceived strength of a performance management process relates negatively to teacher exhaustion while relating positively to their performance. Moreover, the relationship between perceived performance management process strength and teacher performance appeared to be indirect, operating primarily through affective organizational commitment. We discuss several theoretical and practical implications.

Work-Family Conflict and Job Outcomes for Construction Professionals: The Mediating Role of Affective Organizational Commitment.

This study developed and tested a model, which involves the effects of work–family conflicts on job satisfaction and job performance of construction professionals, with a focus on the mediating role of affective organizational commitment. A structured questionnaire survey was conducted among construction professionals in China, resulting in 317 valid responses. The results, generated from structural equation modelling, revealed two interrelated dimensions of work-family conflicts, work’s interfering with family life and family life’s interfering with work. We found these two types of work-family conflicts directly, negatively affected affective organizational commitments and job satisfaction but not job performance. Additionally, affective organizational commitment positively affected job satisfaction and job performance, and mediated the effects of work–family conflicts on job satisfaction. This study advances our understanding of how or why work–family conflicts produce dysfunctional effects on employees’ job outcomes in the context of construction projects.

Ethical Leadership as a Predictor for Employee’s Performance: The Mediating Role of Affective Organizational Commitment

Ethical Leadership as a Predictor for Employee’s Performance: The Mediating Role of Affective Organizational Commitment

Workplace incivility and organisational identification: The role of affective organisational commitment and perceived insider status

We investigated the mediating role of affective organisational commitment (AC) and the moderating role of perceived insider status (PIS) on the relationship between workplace incivility (WINC) and organisational identification (OID). A total of 417 employees from 66 private Chinese universities participated in the study (females = 267; academic staff = 64.1%). They completed items adapted from existing measures of AC, PIS, WINC, and OID. We applied Baron and Kenny’s hierarchical regression analysis method to test for the mediating effect of AC on the relationship between WINC and OID. In addition we utilised Hayes’ bootstrapping method to test for the moderation effect of PIS on the relationship between WINC and OID. Results from these analysis indicated AC mediated the relationship between WINC and OID so that the direct effect of WINC on OID became insignificant while PIS weakened the indirect relationship between WINC and OID through AC. Findings are consistent with the view that WINC has a negative impact on employee quality of organisational citizenship.

Organisational politics and task performance: the intervening role of affective organisational commitment in a public sector organisation

Organisational politics is one of the pervasive but overlooked domains, particularly in law enforcing agencies. In this context, a conceptual model was proposed to empirically consider the intervening role of affective organisational commitment between the infrequently studied relationship of perception of organisational politics (POPs) and task performance. Accordingly, in order to test the presumed predictions of the current study data was collected from traffic enforcement officers employed in the capital city of Punjab, Pakistan (n = 198). Preacher and Hayes mediation analysis with 10,000 bootstraps was performed in the SPSS.22. Subsequently, results validated the effect of perceived organisational politics on employee's task performance transmitted only through affective organisational commitment. Hence, it also provided the empirical support by applying assumption of social exchange theory that as individuals when evaluating marketplace unjust and unfair, responding by not endowing their resources in it.

Organisational politics and task performance: the intervening role of affective organisational commitment in a public sector organisation

Organisational politics is one of the pervasive but overlooked domains, particularly in law enforcing agencies. In this context, a conceptual model was proposed to empirically consider the intervening role of affective organisational commitment between the infrequently studied relationship of perception of organisational politics (POPs) and task performance. Accordingly, in order to test the presumed predictions of the current study data was collected from traffic enforcement officers employed in the capital city of Punjab, Pakistan (n = 198). Preacher and Hayes mediation analysis with 10,000 bootstraps was performed in the SPSS.22. Subsequently, results validated the effect of perceived organisational politics on employee's task performance transmitted only through affective organisational commitment. Hence, it also provided the empirical support by applying assumption of social exchange theory that as individuals when evaluating marketplace unjust and unfair, responding by not endowing their resources in it.

Climate and organizational performance in long‐term care facilities: The role of affective commitment

Organizational climate represents the shared perceptions that employees have about their experiences at work. A persistent goal of the literature has been to relate organizational climate to organizational outcomes. Yet, potential mediating mechanisms of those relationships remain underexplored. This study addresses this shortcoming by exploring the mediating role of affective organizational commitment in the relationship between a climate for nursing and organizational performance. Our data included responses from a sample of 268 nurses working in 28 long‐term care facilities and multiple years of government ratings of the quality of care provided by each of those facilities. Using multilevel structural equation modelling, we found that the nurses’ affective commitment mediated the relationship between nursing climate and quality care provided both concurrently (in the same year as the data were collected) and predictively (one year later). We also found that the mediational process predicts unique variance in the lagged assessment of quality of care provided that is not accounted for by the previous year's performance. This suggests the influence of climate on affective commitment and, consequently, organizational performance may take time to become apparent. Implications for the roles of climate and affective commitment on organizational performance are discussed.Practitioner points Our results suggest that creating a beneficial nursing climate may help organizations foster positive job attitudes, such as organizational commitment. Creating a positive climate, like a nursing climate, and fostering job attitudes among employees, such as organizational commitment, are associated with organizational performance benefits. The implications of a climate may not be fully realized immediately; organizational leaders driving initiatives to create a positive climate should expect it will take some time to realize benefits on organizational performance indicators.

The boundary-spanning behavior of nurses: The role of support and affective organizational commitment.

The aim of this study was to examine the relationship between organizational, supervisor, and coworker support, as perceived by registered nurses and their boundary-spanning behaviors. Furthermore, this article examines the mediating role of the affective organizational commitment of nurses in these relationships. Registered nurses play a key role in hospitals, as they have an important impact on the quality of the services delivered. For nurses to perform at their best, they need organizational, leader, and coworker support. To date, few studies have explored the link between nurses' perceived support, affective organizational commitment, and boundary-spanning behaviors. This cross-sectional research used a questionnaire survey to explore the hypothesized relationships in a sample of 273 nurses from a hospital in Belgium. Structural equation modeling was used for statistical analysis of the mediation model. One hundred forty-seven (53.5%) nurses responded to the survey. Perceived support from the organization, supervisors, and coworkers positively influences nurses' boundary-spanning behaviors. Affective organizational commitment was found to mediate the positive relationship between perceived organization support, perceived coworker support, and boundary-spanning behaviors. Perceived supervisor support and boundary-spanning behaviors showed a direct relationship not mediated by affective organizational commitment. Perceived support has an important influence on the boundary-spanning behavior of nurses. This study emphasizes the importance on how support exerts an influence on boundary-spanning behavior and underscores the importance of affective organizational commitment. Health care organizations, supervisors, and coworkers are essential in fostering boundary-spanning behaviors of nurses, both directly and through the development of affective organizational commitment. These actors should therefore be aware of the way they behave and the implications their behavior may have.

The Relationship Between Paternalistic Leadership and Business Performance in Small Tourism Businesses: The Moderating Role of Affective Organizational Commitment

The economic value of small businesses, their role in the global markets and the advantages of being a small business in competition are subjects that are great interest of both practitioners and researches; and do not lose effect and importance. The performances of small business, which are managed directly by their owners, seem to be related to the success level of owner-managers. This study proposes a model that researches the relationships among the paternalistic leadership behaviors of the owner-manager of small tourism businesses (STB), the affective commitment of the employees to the organization, and business performance. Within the context of this research; data will be collected from the employees of the STB's rustling in Fethiye (Mugla, Turkey), where is an international tourism destianation; through a structured questionnaire. The frequency analysis on demographics and vocational features of the respondents and descriptive statistics will be completed through SPSS 21. In order to understand whether demographic and vocational features of the respondents effect T-Test and variance analysis will be used. Through testing the research model via structural equation model, this research attempts to reveal not only the direct effects of paternalism on affective organizational commitment and performance; but also the mediator effect of affective organizational commitment on paternalism's effect on performance. This research is expected to add in theoretically to the tourism literature in the concept of tourism development regions; through its approach on economics, entrepreneurship, small businesses, locality and management theories. In addition, it will provide the policy makers, planners, entrepreneurs and local authorities with important clues to be used in settling and managing future development strategies of destinations.

Organizational career growth and subsequent voice behavior: The role of affective commitment and gender

Although research has established a connection between career growth and turnover intentions, there continues to be a need to study how employee career growth contributes positively to organizations. In the present research, we studied in particular how employees' organizational career growth is related to voice behavior. Employing theories of social exchange, organization-based self-esteem, and psychological attachment, we developed six hypotheses pertinent to this relationship, including the mediating role of affective organizational commitment and the moderating effect of gender. We tested our hypotheses using data from 328 employees in Mainland China over three time periods. As we hypothesized, we found positive relationships between the three dimensions of organizational career growth and subsequent voice behavior. Our results also verified that these relationships are partially mediated by affective organizational commitment and partially moderated by gender.