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This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

The authors collected 294 staffs from various Vietnamese private business school libraries.

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

This paper aims to investigate the interrelated role of relational commitment and dependence as drivers of key performance outcomes. Specifically, the authors provide a conceptual model of the impact of commitment on relationship value dependence and switching cost dependence. The authors further investigate how these dimensions of dependence offer differing noneconomic and economic paths to strategic and financial performance.

Survey data was collected from 296 purchasing agents across multiple industries located in the USA. The conceptual model and accompanying hypotheses were tested via partial least squares structural equation modeling.

The results show that the relational path is driven by affective and normative commitment, which are related to relationship value dependence. Conversely, calculative commitment is related to switching cost dependence. This economic path is related to both strategic and financial performance, whereas the relational path is more closely related to strategic as opposed to financial performance outcomes.

This study extends research on Business-To-Business (B2B) relationships by leveraging social exchange theory to examine the interrelated roles played by two forms of dependence on performance outcomes. Thus, the authors answer Scheer et al.’s (2015) call for research into the two distinct types of dependence – relationship value and switching cost dependence – and their roles in determining B2B relationship outcomes. The findings contribute to the literature by integrating social exchange and relationship marketing concepts to develop a dual pathway approach to B2B partnerships.

The results suggest that dependence is not necessarily negative for firms. Specifically, buyers can and do still exhibit positive performance, both strategic and financial, in relationships with suppliers even when dependent on the relationship. Regardless of whether buyers are dependent due to a relationship or economic factors, both can, in different ways, lead to positive strategic and financial outcomes. Together, the authors contribute to the understanding of B2B partnerships by offering guidelines for both buyers and suppliers in the dyad.

The authors derive a comprehensive model depicting primarily relational and economic paths to performance through different types of commitment and dependence. The authors contribute to the literature by demonstrating that relational and economic paths to success are not the same, highlighting how firms could influence performance even when the relationship is not necessarily characterized by generally positive relational benefits and behaviors.

The literature on managerial competences has not sufficiently addressed the value contents of competences and the generic features of public managers. This article presents a model of five competence areas: task competence, professional competence in substantive policy field, professional competence in administration, political competence and ethical competence. Each competence area includes both value and instrumental competences. Relatively permanent value competences are understood as commitments. The assumptions of new public management question not only the instrumental competences but also the commitments of traditional public service. The efficacy of human resource development is limited in learning new commitments. Apart from structural reforms that speed up the process, the friction in the change of commitments is seen as slow cultural change in many public organisations. This is expressed by transitional tensions in task commitment, professional commitment, political commitment, and ethical commitment of public managers.

The purpose of this paper is to show what motivational strategies can be applied to a successful implementation of total quality management (TQM) and how these support employee commitment.

The relationship between intrinsic and extrinsic motivation to employee commitment is illustrated by presenting two case studies.

Extrinsic motivation plays a role in enhancing normative commitment as a sense of indebtedness. Intrinsic motivation promotes a high level of normative commitment as moral duty and also a high level of affective commitment. Even if a TQM implementation project is not successful, the efforts to increase commitment are likely also have a cultural impact.

The presented framework helps senior executives motivate employees properly to support organizational commitment and also the success of TQM implementation.

This paper aims to investigate the career commitment of records management personnel in a State Civil Service in Nigeria.

Questionnaires were used to gather data from a population of 294 records management personnel in the 26 ministries/establishments of the State Civil Service. A total of 280 of them responded and their questionnaires were found to be valid for analysis. The response rate achieved was 95.2 per cent.

The study found that: there was no significant gender difference in the career commitment of the respondents, there was significant difference in the career commitment of single and married respondents; there was significant negative relationship between job tenure, levels of education and career commitment of the respondents. However, their was positive relationship between age and the respondents' career commitment. The results are based on Z‐tests at the 5 per cent significance level.

It is recommended that the policy‐makers in the Osun State Civil Service should consider the biographical variables of the records management personnel when planning and making decisions on their career commitment.

The paper provides valuable information on the career commitment of records management personnel in the Osun State Civil Service.

Commitment of employees can be an important instrument for improving the performance of organizations. Based on international literature and studies, commitment has been defined as organizational and task commitment, and is related to personal, job and organizational characteristics. Intends to explore some important relations between the characteristics of commitment and organizational effects. Between commitment and the level of the organization the most important relations are a better communication and less illness; at the level of the individual employee the commitment to change and to take part very actively in change processes, bringing up new ideas, is important. These conclusions are in line with the literature. Commitment is strongly connected with colleagues and the style of management and could be seen as an important asset of the learning company.

This study addresses the confusion prevailing over the nature of the relationship between satisfaction and commitment in regard to employee turnover, and examines the causal pattern of relationships among stress, satisfaction, commitment, and turnover intentions by employing a structural equations analysis approach. The results indicate that there are strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment), and a reciprocal relationship between commitment and turnover intentions (lower commitment leads to greater intentions to quit which, in turn, further lowers commitment).

Probes organizational commitment of civil service managers in Jordan. Employs descriptive, analytical and field survey methodologies. A specially‐designed questionnaire was distributed to 420 civil service managers in Jordan of which 293 have been returned and analysed. Explains that the study reveals a weak yet negative relationship between managers’ commitment and sex, age, education and length of service and a weak yet positive relationship between managers’ commitment and organizational level. Claims that the study reflects a relatively high level of commitment of civil service managers in Jordan. Recommends that more attention and recognition be given to the importance of commitment in Jordan’s civil service. Argues for the making of a strong connection between commitment, its measures and motivation and control systems in the civil service in Jordan.

This paper aims at exploring the mediating role of organizational commitment that continues to be one of the most controversial issues in HRM. Using a self‐administered questionnaire, 1,000 employees from 20 industrial companies were randomly selected and surveyed in order to examine this mediating role. The results revealed that organizational commitment and its two factors (normative and continuance commitment) play different roles in mediating the relationship between perceived work climate and performance, as rated by the employees themselves and their immediate supervisors. The implications of the results for both managers and researchers are also discussed in the paper.

Examines the validity and reliability of affective, continuance and normative commitment in the Jordanian context. Using a self‐administered questionnaire, 1,000 employees were surveyed. The study questionnaire was piloted in three industrial firms before being used in the main study. The results from the pilot and main studies reveal that of the three dimensions mentioned above, two are prevalent in the Jordanian work environment, namely: the affective and continuance commitments. The existence of normative commitment in the Jordanian work setting is not supported by the findings of the study. Implications for our understanding of commitment’s role in Jordan and other Arab countries are also discussed in the paper.