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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 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.

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 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.

This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.

The study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.

The study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.

This paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.

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.

The purpose of this paper is to explore the impact of transformational leadership and employee empowerment on employee performance and organizational commitment through the mediational role of behavioral integrity (BI).

Data were collected through a self-administered questionnaire based on measurement of variables adopted from earlier studies. A total of 532 usable responses were collected through officer grade and executive level employees of selected banks from the Multan district, Pakistan. Confirmatory factor analysis was run using AMOS 23.0 whereas PROCESS macro in SPSS 23.0 was used for path analysis.

The study results revealed that transformational leadership and employee empowerment positively affect employee performance and organizational commitment through the mediational effect of BI.

The role of BI in enhancing employees’ performance and organizational commitment has been overlooked in the extant literature. Especially, in the emerging economies, where there is growing employer–employee trust deficit, this investigation brings in useful contribution.

Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.

Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.

The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.

This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.

The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.

Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.

The purpose of this paper is to investigate the association between abusive supervision and employees' information security policy (ISP) noncompliance intention, building on affective commitment, normative commitment and continuance commitment. The study also examines the moderating effect of perceived certainty and severity of sanctions on the relationship between the three dimensions of organizational commitment and ISP noncompliance intention.

Survey methodology was used for data collection through a well-designed online questionnaire. Data was analyzed using the structural equation model with Amos v. 22.0 software.

This study demonstrates that abusive supervision has a significant, negative impact on affective, normative and continuance commitment, and the three dimensions of organizational commitment are negatively associated with employees' ISP noncompliance intention. Results also indicate that the moderating effect of perceived severity of sanctions is significant, and perceived certainty of sanctions plays a positive moderating role in the relationship between affective commitment and employees' ISP noncompliance intention.

Findings of this research are beneficial for organizational management in the relationships between supervisors and employees. These results provide significant evidence that avoiding abusive supervision is important in controlling employees' ISP noncompliance behavior.

This research fills an important gap in examining employees' ISP noncompliance intentions from the perspective of abusive supervision and the impact of affective, normative and continuance commitment on ISP noncompliance. The study is also of great value for information systems research to examine the moderating role of perceived certainty and severity of sanctions.