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To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational commitment and communication have been studied extensively but little attention has been paid to the relationship between them and other organizational variables such as job performance and stress. Also, differences between employees either in managerial or full time accounting positions and between respondents from the USA and Taiwan were evaluated.

Differences and relationships were assessed using standardized and valid instruments measuring four organizational variables in Taiwan and the USA.

No country level difference in stress and communication levels were found but organizational commitment and performance levels were higher in the USA. At the same time, higher levels of organizational communication led to higher levels of organizational commitment and job performance in both countries. Rather surprisingly, stress levels were not found to be related to either organizational communication or job performance. Further, the only measure that indicated a difference between those in managerial and full time accounting positions was work performance which was higher for those doing full time accounting.

The results are discussed in terms of their importance and implications for organizations, particularly those utilizing employees with professional training and operating in different cultures. The finding that stress levels were not reduced by increased organizational communication and had little impact on job performance suggests that in the accounting field stress may play a different role than it does in other professions.

Furthers our understanding on the impact of organizational communication and commitment on job stress and performance.

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.

The purpose of this study is to explore the influence of employee development programs on organizational commitment and its subsequent impact on employee turnover intention by considering individual differences for non-medical staff in a health-care institution in Lebanon. This study is relevant in understanding and addressing the brain drain phenomenon in the Lebanese health-care sector.

Correlational analysis and hierarchical regression were conducted to examine the relationships among employee development, organizational commitment and turnover intention. The study also made use of Process by Hayes to examine the existence of a moderated mediated relationship, which is the central point of this research.

Results indicate that when holding constant frequency of training, individuals high in commitment report a lesser intention to leave compared to those low in commitment. As a first-stage moderated mediation model is understood, this finding shows that the indirect effect of frequency of training on turnover intention through organizational commitment is moderated by individual differences.

The findings of this study, based on the human capital theory and social exchange theory, enhance our understanding of how employee development influences organizational commitment, predominantly in the context of Lebanon’s health-care sector grappling with brain drain. Additionally, by integrating both the self-determination theory and the expectancy theory, the study provides a new stance on how intrinsic motivational factors contribute to a better understanding of this complex relationship, especially considering the brain drain dilemma. This study addressed the gap in research studies that failed to explore the extent of the relationship between employee development and turnover intention by highlighting the importance of looking at the relationship as a moderated mediated type of relationship. The findings highlight the importance of organizations implementing the right development programs, as they yield higher levels of organizational commitment and subsequently decrease the intention to leave. This study is important for health-care organizations in Lebanon, suggesting a strategic approach to retain skilled professionals amidst ongoing migration challenges.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

This paper examines the associations between leadership behaviours, organizational commitment, occupational stress and organisational citizenship behaviours (OCBs) at the Vietnamese private business school libraries. Another objective of this research is to explore the mediating role of organisational commitment and occupational stress on the connection between leadership behaviours and OCBs.

The authors collected 294 staffs from various Vietnamese private business school libraries.

The findings confirm that leadership dimensions significantly influence OCBs, and organisational commitment plays a mediating role in the relationship between relationship-oriented leadership behaviour (ROL) and OCBs.

The current result indicates that two types of leadership behaviour significantly affect employee citizen behaviours. Organisations should also distribute opportunities for workers to stick to citizenship behaviours by implementing organisational commitment interventions.

The obtained findings are a new exploration when no previous empirical literature has investigated the relationships among four constructs.

The authors aimed to investigate whether the competencies of public servants (self-competence, teamwork competence, change competence, communication competence (CC) and ethical competence) influence their organizational commitment and indirectly their job satisfaction.

Based on a structural model from the literature, the authors conducted a survey with 463 Brazilian public servants using a questionnaire, and the authors evaluated the measurement model through confirmatory component analysis (CCA). Then, the authors used partial least squares structural equation modeling (PLS-SEM) to analyze the structural model.

The authors' results showed that the ethical competence construct tends to have a direct positive influence on the organizational commitment construct and indirectly influences the job satisfaction of public servants. On the other hand, the authors found that the self-competence, teamwork competence, change competence and CC constructs did not impact organizational commitment or job satisfaction indirectly.

The authors conclude that developing ethical competence in public servants is likely to increase their organizational commitment and indirectly positively affect their job satisfaction. This research tested the five dimensions of competencies under a new focus, public service, seeking to evidence their relationships with the organizational commitment and job satisfaction of public servants, filling a gap in the literature.

Although the concept of duty has a historic and philosophical foundations dating back to Aristotle, there is very little theory and research in this area of scientific inquiry. In an effort to address this lack of scholarship, a theoretical foundation and a model are presented that clearly delineate the construct of duty, and the nature of its development within an individual-organization relationship. Using social exchange theory and the three-component model of organizational commitment as the conceptual foundations, the proposed duty development model explains the individual-level antecedents and the phases of commitment that individuals may progress through during their tenure in an organization. The various types of exchanges and transactions inherent in the social exchange theory provide the basis for each phase of commitment individuals experience. It is proposed that certain antecedents make individuals more likely to form a sense of duty toward an organization, but the development of this type of relationship requires an organization to focus on commitment building efforts, such as perceived organizational support and organizational culture. Contributions to theory and research, organizational implications, and directions for future research are discussed.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.

This study examines how leadership style, budget participation, and perceptions of budgetary fairness influence an important employee outcome, organizational commitment. In the proposed model, the leadership style of the superior, specifically consideration, is linked to subordinate participation in the budgeting process. Both leadership style and budget participation, in turn, influence employee beliefs about budgetary fairness, that is, beliefs concerning the procedural and distributive justice of the budgeting system. Finally, the justice of the budgeting system and its antecedents (leadership and budget participation) affect organizational commitment. Results from a survey of supervisors and managers in several firms support the proposed model.