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This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and state-owned enterprises (SOEs).

In the proposed model, job security is considered as an antecedent of affective commitment, and subordinate–supervisor guanxi is viewed as an antecedent of loyalty to supervisor. The model further suggests that affective commitment will affect employees’ turnover intention and organisational citizenship behaviour (OCB) and that loyalty to supervisor will affect employees’ OCB. A data set consisting of 255 employees in three JVs and 253 employees in three SOEs in China is used to test the hypotheses empirically.

The LISREL results support the hypotheses and show the major differences of employees’ attitudes and behaviour in JVs and SOEs today.

This study shows the differences of effects of commitment on OCB in JVs and SOEs and also clarifies the mixed and inconsistent findings of the effects of affective commitment and commitment to supervisor on OCB in the previous literature.

Given that the effects of affective commitment and loyalty to supervisor on OCB are different in JVs and SOEs, different policies should be adopted to enhance the OCB in these two types of organisations.

The research results show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. The comparison of the results has implications to the extant literature.

In this study, the authors aim to investigate the impact of workplace guanxi on employees' commitment to supervisor in relation to other critical HRM outcome variables in Chinese international joint ventures (IJVs).

The dataset used in this study consists of 255 employees and their 86 direct supervisors in two IJVs in China. The authors adopted LISREL to test a proposed model and investigate the following relationships: subordinate‐supervisor guanxi as an antecedent of commitment to supervisor and organisational citizenship behaviour (OCB), job security as an antecedent of affective commitment, and their impact on employee turnover intention.

The empirical results show that subordinate‐supervisor workplace guanxi has positive and significant effect on commitment to supervisor, whereas commitment to supervisor has positive and significant effect on affective commitment and organisational citizenship behaviour (OCB) of employees. Such relationships further lead to reduced employee turnover intention.

This study reveals the significance of workplace guanxi and commitment to supervisor and their impact on other important HRM outcome variables in Chinese IJV employees. It contributes to the literature by offering insight on how Chinese guanxi culture interacts with other HRM variables in IJVs and informs future research in relation to leader‐member exchange in the Chinese context.

By establishing a healthy workplace guanxi with employees, supervisors can play a critical role in achieving desired organization outcomes such as improving affective commitment and reducing turnover.

Existing research shows that guanxi is a multi‐dimensional construct and critical for Chinese HRM research. This study examines the dimension of workplace guanxi and investigates the impact of subordinate‐supervisor guanxi on commitment to supervisor and other HRM outcome variables in IJVs.

This study applies the target similarity model to examine the effects of servant leadership on supervisor commitment and supervisor citizenship behavior. The mediating role of supervisory commitment is explored to determine the relationship between servant leadership and supervisor citizenship behavior. The difference in supervisor gender is examined in the linkage between servant leadership and supervisory commitment.

The data were collected through a survey of 478 salespeople in the retail industry. Structural equation modeling (SEM) techniques were used to verify the hypotheses of this study.

The findings showed significant support for the direct and indirect effects of servant leadership on supervisor commitment and supervisor citizenship behavior. Furthermore, the positive relationship between servant leadership and supervisory commitment was stronger among female supervisors than male supervisors.

Due to the scarcity of studies conducted on the linkages of servant leadership, supervisory commitment and supervisory citizenship behavior, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate these direct and indirect relationships. Similarly, this study examined gender differences in servant leadership to fill the gap in the research field.

The paper seeks to examine the effects of workplace bullying, satisfaction with supervisor, and satisfaction with co‐workers on affective commitment.

A survey approach was used in this research. Partial least squares analyses on data from 142 full‐time schoolteachers in China were used to determine whether workplace bullying, satisfaction with supervisor, and satisfaction with co‐workers have unique effects on affective commitment.

The paper reveals that workplace bullying has a significant negative correlation with affective commitment while satisfaction with supervisor and satisfaction with co‐workers each have a significant positive correlation with affective commitment. Furthermore, workplace bullying, satisfaction with supervisor, and satisfaction with co‐workers all have significant unique effects on affective commitment.

Limitations are the use of self‐report and cross‐sectional data. Future research could adopt samples from different industries, include multi‐rater data, and a longitudinal research design. Various other workplace factors that may influence affective commitment could also be examined.

The findings highlight the need for anti‐bullying policies in organisations. Neither satisfaction with supervisor nor satisfaction with co‐workers nullifies the negative effects of bullying on the target's affective commitment. Preventing bullying is therefore fundamental to sustaining affective commitment.

This paper contributes to the literature by providing an examination of the effects of workplace bullying, satisfaction with supervisor, and satisfaction with co‐workers on affective commitment. To the authors' knowledge, no workplace bullying research has been conducted previously in China.

This study aims to examine the role of trust-in-supervisor and organizational commitment on the relationship between a budget-based incentive compensation scheme and job performance.

A survey was conducted involving 120 managers from Australian manufacturing firms listed in the Who’s Who in Business in Australia electronic database. A partial least squares approach was used to assess the psychometric properties of the theoretical model and proposed hypotheses. Data analysis was conducted using WarpPLS Version 5.0.

The results suggest that the reliance on a high budget-based incentive compensation scheme was found to lead to higher trust-in supervisor, which in turn resulted in higher organizational commitment and improved subordinate job performance.

This study is subject to the limitations of survey-based research.

This study may assist top management to better understand the importance of designing an effective budget-based incentive compensation scheme to promote high interpersonal trust and organizational commitment among subordinates. Cultivating a climate of trust may help to enhance interpersonal trust between subordinates and their superior, which in turn may lead to higher levels of organizational commitment and improvement in subordinate job performance.

This paper elucidates and contributes to the existing literature by suggesting that a budget-based incentive compensation scheme can directly affect subordinates’ level of trust in their supervisor, and that trust-in-supervisor can serve as an antecedent to the development and cultivation of subordinates’ commitment to the organization, which in turn improves their job performance.

This study investigates the relationship between loyalty to supervisor and two employee outcome variables, i.e. job satisfaction and intent to stay. The proposed hypotheses were tested with a sample of 333 employees in the People’s Republic of China. The results indicate that loyalty to supervisor is positively related to job satisfaction and intent to stay. Loyalty to supervisor explained variance in these two outcome variables over and above that explained by organizational commitment. The results also confirm the previous findings that only the three extended loyalty to supervisor dimensions were significantly associated with employee outcomes, while the two original loyalty to supervisor dimensions were not. Implication, limitation and future study direction are also discussed.

The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors.

An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain).

The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results.

This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results.

This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.

Although there is growing academic and business interest in autism employment programs, few studies have examined employee (manager and coworker) attitudes toward these programs. The purpose of this study is to examine the impact of workload changes (a job demand) and perceived supervisor support (a job resource) on commitment to the program and employee engagement more broadly.

A total of 229 employees from two Australian public sector organizations completed a survey about the autism employment program in their organization.

Perceived workload increases were associated with lower affective commitment and higher continuance commitment to the program. Perceived supervisor support was associated with higher affective commitment to the program and employee engagement, but lower continuance commitment to the program. Perceived supervisor support moderated the effect of workload increase on employee engagement, but not in the expected direction.

This research helps to fill a gap in the autism employment literature by focusing on commitment toward autism employment programs among existing employees. The research helps to provide a more complete and nuanced view of these programs within their broader organizational context.

The purpose of this paper is to explore the relationship between affective commitment to the supervisor and three work outcomes: innovative work behaviour and two types of learning behaviours, namely, feedback seeking for self‐improvement and error reporting. Additionally, it seeks to examine the mediating role of work engagement in these relationships.

In total, 192 research scientists from six science research centres in Ireland completed self‐reported questionnaires. Structural equation modelling was used to test the research hypotheses.

Results indicated that as hypothesised, work engagement fully mediated the link between affective commitment to the supervisor and the three employee outcomes included in this study.

The cross sectional design of this study does not permit causal inferences. Additionally, all data were self‐reported and therefore common method variance may be an issue. Despite these limitations, the results suggest that affective commitment to the supervisor is likely to enhance employees' work engagement, innovativeness and learning. These findings imply that building employees' commitment to their supervisors can be a potent strategy for increasing individual and organizational effectiveness.

This is the first study which has linked supervisory commitment to innovative work behaviour, feedback seeking and error reporting. Furthermore, it highlights one potential mechanism in the form of work engagement through which supervisory commitment relates to these work outcomes.

The current study aimed to examine the moderating role of perceived supervisor support in the nexus between employee empowerment and organizational commitment in the Ghanaian hospitality industry.

A quantitative research design was adopted, and data were collected from 274 frontline workers from 4-star and 5-star hotels at two different waves within a 7-month interval. The data received were analyzed using descriptive and inferential statistics with the aid of Statistical Package for Social Sciences (SPSS V. 23.0) and SmartPLS (V.4.0), respectively.

As hypothesized in the study, employee empowerment was significantly related to organizational commitment. Furthermore, the results revealed that perceived supervisor support moderated the nexus between employee empowerment and affective and continuance commitment but did not moderate the nexus between employee empowerment and normative commitment.

Arguably, support from supervisors has been theoretically identified as a key construct in enhancing subordinates' commitment to an organization. However, less is known in the literature about the moderating role of perceived supervisory support in the nexus between employee empowerment and organizational commitment, especially in the Ghanaian hospitality industry.