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Purpose: The purpose of this study is to explore the role of internal branding (IB) in fostering branding citizenship behavior in the hospitality context as well as the mechanisms underlying the relationship.

Design/methodology/approach: This study obtained empirical evidence from 377 hotel employees in North Cyprus.

Findings: Our findings support the positive relationship between IB and brand citizenship behavior (BCB). The evidence was found for a dual and sequential mediating role of brand trust and brand commitment. Moreover, the organizational climate serviced as a moderator to influence the positive relationships between IB and BCB.

Practical implication: This study has shown that employees are rewarding firms involved in IB initiatives in the form of BCB – directly and indirectly –through trust and commitment. This finding can advance managers’ understanding, enabling them to better manage their IB initiatives to achieve the most effective outcomes.

Originality/value: The research advances convergence between IB and BCB research streams, which has been under-explored in the tourism context. Besides, it extends the IB and brand citizenship literature through a novel dual and sequential mediation mechanism and organizational climate as a novel moderator.

Cross-cultural mergers and acquisitions (M&As) can generate the number of negative feelings and emotions among the survivors of the deal. These negative outcomes can range from lowered commitment, lack of productivity, and talent loss to the more serious work alienation. Hence, this chapter is an attempt to identify the employees’ level of commitment and their feelings of alienation in the post-M&A integration phase. Also, provided training has proven to be important in building employee commitment and mitigating the feelings of alienation, this studies the relationship of these psychological outcomes with the different kinds of training provided to them during post-M&A situations. The vast literature review studied revealed a significant relationship between employees’ perceived effectiveness of training and their level of commitment with the newly merged firm, while an inverse relationship was found with employees’ feelings of alienation. This chapter has crucial implications for researchers and practitioners.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

This study aims to explore the mediating role of self-efficacy and the relationship between job satisfaction and employee commitment.

The study is designed based on social cognitive theory. To collect the data, survey method is used in the present study. Questionnaires were distributed to the 75 randomly selected textile industry registered and located in Bengaluru city, India. Employees of 71 organizations participated in the survey. Out of 700 employees who received the email survey, 452 valid responses were considered for the data analysis. To examine the defined research hypothesis, a structural equation model is used.

The mediating analysis explored that the direct effect is 0.700, the indirect effect is 0.1730 and the total effect is 0.8731; it indicated that self-efficacy mediates the relationship between job satisfaction and employee commitment. Research also reveals that there is a positive relationship between self-efficacy, employee commitment and job satisfaction of employees working in the textile industry. The proposed measurement model statistics are as follows: CMIN = 2.322; df = 49; GFI = 0.958; AGFI = 0.934; NFI = 0.943; RFI = 0.923; IFI = 0.967; TLI = 0.955; CFI = 0.966. All these indices were nearer to unity.

The research findings provide insights to the management, practitioners and employers about the status of job satisfaction, self-efficacy and commitment of employees in textile organizations which will help make the strategies to increase the overall performance of the organization by enhancing the levels of job satisfaction, self-efficacy and commitment of textile industry employees.

To the best of the authors’ knowledge, this is the first study that tests the relationship among self-efficacy, job satisfaction and the mediating effect of self-efficacy of employees in Indian textile industries.

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.

Green human resource management (HRM) plays a vital role in improving employees’ green behaviour. A research gap exists in the roles psychological green climate and employee green commitment have in the relationship between green HRM and employees’ green behaviour. Building on social exchange and social identity theories, this study aims to propose a model of the effects of green HRM on employees’ green behaviour through the serial mediation of psychological green climate and employee green commitment.

Data were collected from 297 full-time employees working in various manufacturing organizations in India using cross-sectional research design and self-reported measures. Structural equation modelling was used to examine the model fit of the serial mediation model, and PROCESS macro with a bias-corrected bootstrapping method was used to test the hypotheses.

The result of the study revealed that green HRM impacts employees’ green behaviour. Further, the findings showed that both psychological green climate and employee green commitment individually mediate the relationship between green HRM and employees’ green behaviour. The key outcome of this research is the partial serial mediation of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour.

This is one of the primary studies that examined the serial mediating effect of psychological green climate and employee green commitment in the relationship between green HRM and employees’ green behaviour. This study contributes to the existing literature on green HRM and green behaviour by evincing the mediating mechanism of psychological green climate and employee green commitment.

This study aims to empirically examine how corporate social responsibility (CSR) facilitates the employee's affective commitment in the hospitality sector.

A total of 408 questionnaires were distributed among the employees of the selected 13 hotels in Delhi-National capital region (NCR). Structural equation modeling (SEM) was employed to test the proposed hypotheses.

The study results confirm that CSR has a positive influence on the employees' affective commitment. Further, this study demonstrates that CSR facilitates work meaningfulness and trust among employees and consequently enhances employees' commitment.

This study enhances the understanding of the CSR-affective commitment link in the hospitality sector. This will add a new perspective to the literature, especially in the context of micro-foundation factors of “work meaningfulness” and “organizational trust.”

This study aims to explore the relationship between three primary constructs: leadership styles, job satisfaction and organizational commitment among private-practice quantity surveyors in the Nigerian construction industry.

A questionnaire survey of 127 quantity surveying consultancy firms in Abuja was conducted using a quantitative research approach. A total of 76 acceptable questionnaires were returned from a total of 127 that were distributed, giving a response rate of approximately 60%. The data were analyzed using partial least square structural equation modelling.

Results showed a positive indirect link between leadership styles and organizational commitments, with job satisfaction acting as a partial mediator. It was also found through importance–performance map analysis, which is crucial for prioritizing managerial actions, that an employee’s commitment to a task is strongly influenced by that person’s level of job satisfaction.

The study is quantitative and cross-sectional in nature, collecting information from a single source within an organization. A longitudinal strategy and a mixed methods approach should be used in future research.

Superiors/principal partners should make an effort to demonstrate a comprehensive understanding of leadership styles that is capable of enhancing job satisfaction and creating pleasant interaction in the work environment to increase the commitment of employees working in quantity surveying consultancy businesses.

As far as the author is aware, this study is one of the few to examine the impact of job satisfaction as a mediator between organizational commitments and leadership styles in the Nigerian construction industry. Furthermore, the study provides the basis for further discussion of the concepts offered in the paper.

The paper is practitioner-focused with a manager-as-coach applying experiential learning to aid an employee's learning and improve performance as well as helping to build employee commitment to both the job and organization. Reciprocity is intended as the learning and commitment of both the employee and manager are enhanced.

As a conceptual, not empirical, paper, the present study aimed at guiding manager behavior the methodology aims to examine the areas of manager-as-coach, efficacy of coaching, theoretical grounding of employee commitment and experiential learning processes. Study and coordination of information in these areas provided support for a detailed action plan for practical application.

It is possible to create a research results–driven practical guide/action plan for managers. The guide incorporates manager skills and commitment theory (investment) along with an experiential learning approach aimed at improving employee growth and building commitment.

There is clear evidence in empirical research that employee commitment positively relates to work performance, job engagement and job retention. This paper applies investment theory to build commitment as it is based on actual inputs and efforts of the employee.

There is very little research currently available that directly addresses manager-as-coach deliberately working to increase or build employee commitment to job, organization or the manager her/himself. This essay aims directly at how commitment may be enhanced.