Search results

Employee green behavior (EGB) is a type of pro-environment behavior at the workplace strategized by organizations to attain sustainable development goals. While organizations have prioritized eco-friendly practices to attain sustainability objectives, EGB has emerged as an essential area of research. Considering the need for sustained employee green behavior, it is important to understand what stimulates such behaviors in an organization. Therefore, we propose a theoretical model grounded in social exchange theory to assess the effect of organizational commitment on employee green behavior, work-related use of social media, social well-being and psychological well-being.

A questionnaire-based survey approach was used to collect data from 203 employees of Indian manufacturing and service industries. Partial least square structural equation modeling (PLS-SEM) analysis was applied to examine the proposed hypothesis.

The results revealed positive and significant effects of organizational commitment on psychological well-being, social well-being, work-related social media use and employee green behavior. Further, psychological well-being mediates the association between work-related social media use and employee green behavior.

This is one of the first studies to examine the effect of organizational commitment on employee green behavior to the best of our knowledge. Additionally, the findings empirically establish organizational commitment, work-related social media use and psychological well-being as antecedents to employee green behavior, thus offering novel insights and theoretically contributing to the employee green behavior, well-being and organizational literature.

The study examines the effects of organizational compassion during the COVID-19 pandemic on teachers' mental health and, consequently, their commitment and work engagement. The study tests a serial mediation model for the effects of organizational compassion on employee engagement via mental health and the three components of organizational commitment.

A cross-sectional sample (N = 436) completed an online questionnaire towards the end of the prolonged lockdown of schools in Uganda (2021–2022). Serial mediation analysis in PROCESS Macro was employed to test the hypotheses.

As hypothesized, organizational compassion was significantly related to teachers' mental health, the three components of organizational commitment, and employee engagement. A double mediation path of the effects of organizational compassion on employee engagement via mental health and affective commitment was significant.

The findings highlight how organizational compassion benefits employees’ psychological health and work attitudes and behavior. The findings draw attention to the need to design compassion practices that boost the emotional value of organizational compassion to the individual over the economic and normative value.

The study contributes to the literature on organizational compassion outcomes by focusing on employee engagement and the underlying mediating mechanisms. The study is also one of the few that has examined the effects of organizational compassion on the three components of organizational commitment.

This paper aims to investigate Islamic work ethics and adaptability towards change readiness of Islamic Bank employees in Indonesia with commitment as a mediating variable. This study focuses on the Sharia banking industry, which is facing transformation from Sharia business units to Sharia commercial banks by preparing its human resources, thus minimizing resistance.

This study is based on a survey of 135 Bank Syariah Indonesia employees via an online questionnaire. PLS-SEM is used to analyze data and test hypotheses using SMART-PLS.

The results of the study show that adaptability does not have a positive and significant effect on readiness for change in Indonesian Sharia banks and organizational commitment. Meanwhile, Islamic work ethics have a positive and significant effect on the change readiness of Islamic bank employees in Indonesia as well as organizational commitment. This study also found that organizational commitment mediates the impact of Islamic work ethics on the change readiness of Islamic bank employees in Indonesia.

This research uses a sample of employees at Sharia commercial banks (BUS) in Indonesia, so it is still limited to certain types of banks. Future research needs to test the model in different contexts, such as banks that still have Sharia business unit (UUS) status. In addition, further research needs to use other variables such as leader support for transformational change readiness. Future research also needs to control more variables and use a more complex scale than a binary scale (e.g. percentage of share ownership or area within a province or district/city). This study recommends that employee change readiness is very necessary to avoid resistance and resistance to the transformation and acceleration of Sharia banking in Indonesia.

This research looks at employee readiness for change in Indonesian Sharia banks through the lens of adaptability Islamic work ethics and organizational commitment.

Since research has already shown that social distance affects the relationship between employees and the organization, this study (1) examines job-related resources that contribute to teleworkers’ organizational commitment and (2) works out how internal communication professionals can strategically address them.

A total of 50 problem-centered, semi-structured qualitative interviews were conducted with teleworkers from Austrian and German organizations between March and June 2021.

The interview data resulted in eight job-related resources that contribute to teleworkers’ organizational commitment. By pointing out the communicative aspects of these resources, we discuss how internal communication professionals can strategically engage to maintain the connection between teleworkers and the organization despite the distance. It highlights the communicators’ role as a strategic communicators and networkers, as enabler and as key speaker for employees’ needs.

The data were collected during a health crisis (COVID-19 pandemic) in the context of Austrian and German organizations and refers to the perspective of employees for whom teleworking israther new.

The study provides in-depth insights into teleworkers’ expectations and entails clear implications for the practice of internal communication professionals to strengthen teleworkers’ commitment.

This research aims to identify whether leaders' affective organizational commitment influences employees' affective commitment to both the leader and the organization. Additionally, the study explores the role of employees' emotional awareness in shaping these relationships.

Examining a sample of 154 leaders and 249 employees in multinational companies, this study adopts a multilevel approach.

The results reveal a positive influence between the two foci of commitment (leaders and organization) at both the leader and employee levels. Furthermore, it confirms that employees' emotional awareness plays a positive role in the commitment process.

This research highlights the significance of implementing internal policies and measures that consider the various foci of commitment. To foster employees' commitment, it is crucial to establish a robust alignment between human resources management and leaders.

This study delves into the exploration of two commitment foci to deepen our comprehension of the directional relationship between them in the workplace. More specifically, our research scrutinizes the impact of leaders' affective organizational commitment on employees' affective commitment to the organization, while also analyzing its reciprocal influence on employees' affective commitment toward their leaders.

This study aims to examine the impact of an organization’s internal and external corporate social responsibility (CSR) initiatives on employee job satisfaction and organizational commitment.

Drawing on the social identity perspective, the authors proposed and tested a mediation model to understand the psychological mechanisms underlying the effects of CSR. The study sample comprised 263 employees from Italian manufacturing firms.

Our findings indicate that external CSR orientation is positively associated with employee job satisfaction and organizational commitment. Furthermore, the mediating effect of job satisfaction partially explains the positive relationship between external CSR orientation and organizational commitment. Moreover, we found that the positive impact of external CSR on employee outcomes is strengthened when combined with internal CSR.

This research has practical and theoretical implications for organizations seeking to enhance employee engagement and commitment through CSR initiatives and sheds light on how CSR can shape employee attitudes and behaviors toward the organization.

This study brings a novel contribution to the field by examining the impact of both internal and external CSR initiatives on employee job satisfaction and organizational commitment.

Even though remote work has been around for years and COVID-19 has rapidly increased its prevalence among organizations, research on remote employee engagement is limited. Informed by social exchange theory and social support theory, the purpose of the current study is to examine how internal listening, including both organizational and supervisory listening, influences remote employee engagement and the mediating role of remote employees perceived organizational supportiveness and affective organizational commitment.

Using survey as the research method, the study recruited full-time employees who fully work remotely in the United States of America. The data were collected in early December 2021, and a total of 527 complete and valid responses were used for data analysis. Structural equation modeling (SEM) was used to test the study hypotheses.

The results showed that both organizational and supervisory listening had an indirect effect on remote employee engagement by strengthening their perceived organizational support and affective organizational commitment. Both organizational listening and supervisory listening could make remote employees feel they are supported by the organization. However, only supervisory listening had a significant direct impact on remote employees' affective commitment to the organization.

This study is among the first that examines the importance of listening in motivating employee engagement in the context of remote work. The findings showcase the communication functions, from the aspect of organizational and leadership listening, in inspiring the remote workforce. Moreover, this study contributes to the understanding of listening as a pivotal force in driving employees' positive emotional and relational outcomes when they work remotely.

Purpose – We build a theoretical lens that draws on an emerging theory of positive work relationships to examine whether constructive emotional expressions in work relationships influence changes in individuals' affective commitment to their organization.

Design/methodology/approach – Using longitudinal data collected from full-time employees, we employed a latent-difference-score (LDS) approach to examine whether changes in emotional carrying capacity could account for changes in organizational commitment.

Findings – The findings support this hypothesis and suggest a new perspective on the ways in which a change in relationship capacity may create changes in people's commitment to an organization.

Research limitations – The main limitation concerns the use of self-report, albeit time-lagged, data.

Practical implications – Developing higher levels of employee affective commitment is a key challenge for many organizations. Our study can help managers in recognizing the importance of building a relational space in which employees are able to express emotions frequently and openly, as well as engaging with other employees in listening to their emotional experiences and responding in a constructive manner.

Originality/value – This study contributes to an emergent body of literature that adopts a positive psychology lens to the study of employee experiences at work, by investigating the capacity to express emotions in general and its influence on people's affective commitment to the organization.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

This study aims to apply the affective events theory and psychological contract theory to investigate how job satisfaction and psychological safety mediate the effect of the behavioral integrity of supervisors on the organizational commitment of employees.

A questionnaire survey was conducted using purposive sampling. In total, 500 questionnaire copies were distributed, and 453 responses were collected, of which 441 were valid (valid response rate = 88.2%).

The behavioral integrity of supervisors has a direct negative effect on organizational commitment but significant positive effects on job satisfaction and psychological safety, and job satisfaction and psychological safety have significant positive effects on organizational commitment. Job satisfaction and psychological safety have significant mediating effects on the association between the behavioral integrity of supervisors and the organizational commitment of employees.

Leaders and top management should “practice what they preach,” integrate honesty into organizational culture through training and establish a code of conduct to ensure that employees uphold their commitments. Companies should establish appropriate disciplinary systems and norms related to work and other aspects of organizational culture; they should also establish fair, just and open assessment systems to minimize the gap between their employees’ actual and expected earnings.

This study is the first to simultaneously consider the mediating effects of job satisfaction and psychological safety on the association between behavioral integrity and organizational commitment.