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Job involvement is the psychological identification with one's job. Recent trends in sales organizations have heightened the need for increased job involvement among salespeople. Little research has been done to investigate the relationship of job involvement to demographic, job situational, and market variables in a sales setting. Results of a survey of 417 field salespeople revealed support for associations between job involvement and these variables. Implications are discussed for sales managers and sales researchers.

The hypothesized relationship between the attitude of job involvement and performance has received limited support. In 2002, Diefendorff et al. proposed that previous attempts to confirm this relationship were flawed, and subsequently found support for job involvement's criterion‐related validity. The present study seeks to provide another test of job involvement's association with performance.

Data were gathered using a field sample combined within a longitudinal design. Hypotheses were tested using correlation and hierarchical regression.

Employees’ self‐reported job involvement significantly predicted certain supervisor performance ratings above and beyond work centrality.

The psychological environment may have been disrupted by the public announcement that the focal organization had been acquired by an international firm shortly before data collection began.

Encouraging greater job involvement may positively influence work‐related behaviors, especially individually directed citizenship behaviors.

The present study tested the long‐term relationship of employee attitudes to workplace behaviors with an applied sample, while providing a theoretical context to describe the effects.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Although organizations change on a regular basis, much of what we know about the impacts of organizational change can best be described as macro‐level information. Only recently have scholars begun to examine the impact of organizational change at the level of the individual employee (i.e. micro level). The purpose of this paper is to assess the importance of a supervisor's support for a change initiative in relation to employee job satisfaction and job involvement.

This research made use of archival data. Police officers (n=88) were randomly selected from across the USA to complete phone interviews meant to assess, in part, supervisor support for a change from traditional policing to community policing, job satisfaction, and job involvement.

While supervisor support for the change initiative was found to be related to job satisfaction and job involvement, job satisfaction mediated the supervisor support‐job involvement relationship.

The major limitation of this study is its small sample, which precluded the use of more advanced statistical techniques (i.e. structural equation modeling). The major implication is that both employees and the organization stand to benefit during a change initiative if the supervisor demonstrates his or her support for the initiative.

This research is of value given the prevalence of organizational change and the need for more research examining the impact of change on micro‐level issues.

Job involvement can be linked with important work outcomes. One way for organizations to increase job involvement is to use machine learning technology to predict employees’ job involvement, so that their leaders of human resource (HR) management can take proactive measures or plan succession for preservation. This paper aims to develop a reliable job involvement prediction model using machine learning technique.

This study used the data set, which is available at International Business Machines (IBM) Watson Analytics in IBM community and applied a generalized linear model (GLM) including linear regression and binomial classification. This study essentially had two primary approaches. First, this paper intends to understand the role of variables in job involvement prediction modeling better. Second, the study seeks to evaluate the predictive performance of GLM including linear regression and binomial classification.

In these results, first, employees’ job involvement with a lot of individual factors can be predicted. Second, for each model, this model showed the outstanding predictive performance.

The pre-access and modeling methodology used in this paper can be viewed as a roadmap for the reader to follow the steps taken in this study and to apply procedures to identify the causes of many other HR management problems.

This paper is the first one to attempt to come up with the best-performing model for predicting job involvement based on a limited set of features including employees’ demographics using machine learning technique.

This paper aims to determine the structural relationships between job involvement, job satisfaction, and three dimensions of organizational commitment (i.e. affective commitment, normative commitment, and continuance commitment) in the Turkish hospitality industry.

A questionnaire survey was conducted among the full‐time employees of five‐star hotels in the Antalya region, which is an important tourism destination especially for Europeans and Russians in Turkey.

The research model, which was structured by taking related literature as the base, was revised and a new path model was gathered as a result of this study. Results showed that job involvement, affective commitment, and normative commitment increase job satisfaction, and job involvement affects affective and normative commitment.

Job involvement is more stable than organizational commitment, and it might be difficult to increase job involvement. Therefore, attempts to build organizational commitment (especially affective commitment) become important in increasing job satisfaction of the employees in the hospitality industry.

The results of the present study revealed that affective commitment and normative commitment were related to job involvement and job satisfaction but continuance commitment was not related to these concepts in the hospitality industry.

This study proposes and tests a model that attempts to explain the role of situational and personal‐related factors relating to why top executives become involved in their jobs.

Building on job involvement, literature, the present study involved senior managers employed in public sector organizations in Israel. Data were collected through structured surveys. A total of 98 usable questionnaires were returned (a response rate of 37.4 percent). Path analysis, using AMOS 4.01 program, was conducted to assess the research model.

The results indicate that both situational and personal‐related factors predict job involvement. The findings show that the relationship between perceived external prestige and job involvement is mediated by affective commitment, and that the relationship between protestant work ethic and job involvement is mediated by normative commitment.

This research is one effort to unraveled situational and personal‐related factors that affect the degree to which senior managers become highly involved in their job. The findings shed light on the process that job involvement is developed among senior executives. Future research, however, should apply a longitudinal design to fully understand the dynamic process of becoming involved in a job among people who are being promoted to senior managerial positions.

Being involved in a job may produce both positive and negative consequences at both the individual and organization level. Thus, efforts should be directed to fit and balance expectations, needs and interests of both sides.

This study provides useful information on the determinants of job involvement among top executives

Organizations try to appoint individuals who fit in with their values and goals. Employees who do not fit in with the organization's core values and goals prefer not to stay on for a longer period of time. The present study is an attempt to explore the impact of person–job (P–J) fit on organizational commitment through job involvement and career commitment with an application of a serial multiple mediation model.

Data have been collected through a structured questionnaire. The population comprised the teachers, working in the higher education sector. The different constructs used have been duly validated with the help of exploratory and confirmatory factor analyses. Further data reliability and scale validity have been checked too. In order to test the serial multiple mediation model, the authors adopted a regression-based approach and bootstrapping method suggested by Hayes (2012; 2013). Accordingly, PROCESS developed by Hayes (2012) has been used.

The results revealed that job involvement and career commitment mediate the relationship between P–J fit and organizational commitment individually as well as together.

The present study is confined to government degree colleges only. The element of subjectivity might not have been checked completely as teachers have responded on the basis of their own experience and perceptions regarding the items in the questionnaire. The study is cross sectional in nature.

The paper addresses the interest of wide spectrum of stakeholders including the management, organizations and employees. So, the authors have extended general implications, which are for all those organizations that want to improve person–organization (P–O) fit and commitment of their employees. These implications will help organizations to take specific initiatives to improve the P–J fit of their employees, which will subsequently enhance their commitment level.

The findings of the present study will help the stakeholders in the higher education sector to identify best employees and undertake the initiatives to generate better job involvement and commitment, which will be a win–win strategy for both (employees as well as the organizations).

This study aims to explore the influence of perceived hope, intrinsic spirituality and supervisor support on job involvement at the time of work from home during the COVID-19 pandemic.

The sample included 263 employees working from home (WFH) for the first time in their careers due to COVID-19. The authors applied structural equation model and multigroup analysis (MGA) in SmartPLS3 to examine the hypothesized relationships, and artificial neural network (ANN) analysis to determine the relative influence of the antecedents.

Results indicate that both personal (such as perceived hope and intrinsic spirituality) and job (supervisor support) resources determine job involvement during remote working, with a moderating impact of age on the relationship between intrinsic spirituality and job involvement. The ANN analysis shows that perceived hope is the most influential determinant of job involvement when employees work from home.

This study suggests that when employees work remotely, organizations can generate higher job involvement by conveying a higher perception of hope and spirituality and providing supervisor support through planned hope interventions, promoting prosocial behavior and making changes in leadership style (check on instead of check-in).

This study extends the job demands-resources (JD-R) model with new insights into the impact of personal and job resources on job involvement during the new normal remote working era.

A Chinese proverb states: “Able people should do more work.” Although working hard is a common workplace phenomenon, does it lead to burnout in capable people? This study aims to examine the interactive effects of superior-perceived capability and subordinates’ self-efficacy on subordinate job demands, job involvement and burnout in frontline employees in the hospitality industry.

Data on 41 superiors and 161 subordinates from 16 hotels in Taiwan were collected. Hierarchical linear modeling is used to examine the research hypotheses.

The findings support the hypothesis that self-efficacy leads to high levels of burnout and job involvement. However, superior-perceived capability has no impact on subordinate job demand, job involvement or burnout. While job demands are positively related to the emotional exhaustion of burnout, job involvement is negatively related to depersonalization of burnout. In addition, job involvement partially mediates the relationship between self-efficacy and depersonalization of burnout.

Based on the job demands–resources theory, this study reveals the fresh point of view for the effect of self-efficacy on burnout. This paper explores the dark-side role of self-efficacy for burnout – higher self-efficacy leads to higher burnout – that is contrary to the findings from previous studies and hinges on Chinese cultural values. In addition, the current study provides guidelines for top managers to protect capable employees from burnout by enhancing intrinsic motivation and job involvement.