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Article
Publication date: 29 July 2021

Waranpong Boonsiritomachai and Ploy Sud-On

Past research has convincingly shown that the more entrepreneurial employees are, the more likely they are to leave the organization and start their own enterprise…

Abstract

Purpose

Past research has convincingly shown that the more entrepreneurial employees are, the more likely they are to leave the organization and start their own enterprise. Therefore, the purpose of this paper is to understand how entrepreneurial employees can be retained in organizations by examining the relationships between work engagement, organizational commitment and entrepreneurial attitude among entry-level employees.

Design/methodology/approach

Covariance-based structural equation modeling is used to test the hypothesized relationships by using a survey of 416 employees.

Findings

The results of the study indicate that an entrepreneurial attitude significantly and positively contributes to work engagement, although it can divert employee attention regarding the level of commitment. Interestingly, the study findings show that employees will commit to an organization if they have engaged with the company, even if they have a highly entrepreneurial attitude.

Practical implications

This study’s findings are beneficial in understanding the concept of an entrepreneurial attitude and its impact on an organization. For firms to concurrently promote entrepreneurial characteristics and employee commitment, policy and staff practices must ensure the appropriate level of work engagement.

Originality/value

This study proposes new distal antecedent and consequence constructs of the engagement theory related to entrepreneurial attitude orientation and establishes the important link between these constructs with work engagement. The findings originally point to the role of work engagement in maintaining entrepreneurial employees and its effect on organizational commitment.

Details

Asia-Pacific Journal of Business Administration, vol. 14 no. 1
Type: Research Article
ISSN: 1757-4323

Keywords

Open Access
Article
Publication date: 2 March 2020

Mohammed Aboramadan, Khalid Dahleez and Mohammed H. Hamad

The purpose of this paper is to investigate the impact of servant leadership on work engagement and affective commitment among academics in higher education. Moreover, the…

7286

Abstract

Purpose

The purpose of this paper is to investigate the impact of servant leadership on work engagement and affective commitment among academics in higher education. Moreover, the paper highlights the role of job satisfaction as an intervening mechanism among the examined variables.

Design/methodology/approach

Self-administered questionnaires were distributed to academics working in the Palestinian higher education sector. We used structural equation modelling to examine the hypotheses.

Findings

A positive relationship was found between servant leadership and affective commitment. The relationship between servant leadership and work engagement is fully mediated by job satisfaction, whereas partial mediation was found between servant leadership and affective commitment. Both work engagement and affective commitment have a positive impact on academics’ job performance.

Practical implications

The paper provides a fertile ground for higher education managers concerning the role of leadership in stimulating work engagement and organisational commitment among academics.

Originality/value

First, the paper is one of the few studies that empirically examines servant leadership in higher education using data coming from a non-Western context because most of the servant leadership research is conducted in the Western part of the world (Parris and Peachey, 2013). Second, we empirically provide evidence for the argument that servant leadership is needed in higher education. Third, the paper contributes to the limited body of research on work engagement and commitment in the higher education sector.

Details

International Journal of Organizational Analysis, vol. 29 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 9 August 2013

Aamir Ali Chughtai

The purpose of this paper is to explore the relationship between affective commitment to the supervisor and three work outcomes: innovative work behaviour and two types of…

2369

Abstract

Purpose

The purpose of this paper is to explore the relationship between affective commitment to the supervisor and three work outcomes: innovative work behaviour and two types of learning behaviours, namely, feedback seeking for self‐improvement and error reporting. Additionally, it seeks to examine the mediating role of work engagement in these relationships.

Design/methodology/approach

In total, 192 research scientists from six science research centres in Ireland completed self‐reported questionnaires. Structural equation modelling was used to test the research hypotheses.

Findings

Results indicated that as hypothesised, work engagement fully mediated the link between affective commitment to the supervisor and the three employee outcomes included in this study.

Research limitations/implications

The cross sectional design of this study does not permit causal inferences. Additionally, all data were self‐reported and therefore common method variance may be an issue. Despite these limitations, the results suggest that affective commitment to the supervisor is likely to enhance employees' work engagement, innovativeness and learning. These findings imply that building employees' commitment to their supervisors can be a potent strategy for increasing individual and organizational effectiveness.

Originality/value

This is the first study which has linked supervisory commitment to innovative work behaviour, feedback seeking and error reporting. Furthermore, it highlights one potential mechanism in the form of work engagement through which supervisory commitment relates to these work outcomes.

Article
Publication date: 9 August 2022

K. Jnaneswar and Gayathri Ranjit

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement

Abstract

Purpose

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. Drawing on the self-determination theory and broaden and build theory, this study investigates the indirect effect of self-leadership on employee creativity through organizational commitment and work engagement.

Design/methodology/approach

The relationships were investigated using PROCESS macro for SPSS. Data were collected from 324 employees working in the Indian automobile industry. Structural equation modelling was used to evaluate the model fit of the measurement model.

Findings

The results of the study revealed that self-leadership impacts employee creativity. Further, the findings showed that both organizational commitment and work engagement individually mediate the relationship between self-leadership and employee creativity. The key finding of this research was the partial serial mediation of organizational commitment and work engagement in the relationship between self-leadership and employee creativity.

Originality/value

This is one of the primary studies that examined the serial mediating effect of organizational commitment and work engagement in the relationship between self-leadership and employee creativity. This study contributes to the existing literature on self-leadership and employee creativity by evincing the mediating mechanism of organizational commitment and work engagement.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 29 April 2021

Kevin G. Knotts and Jeffery D. Houghton

The purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance…

1191

Abstract

Purpose

The purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance organizational commitment.

Design/methodology/approach

Data collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.

Findings

The results of these analyses suggest that the positive relationship between self-leadership and work engagement is partially mediated by affective commitment and normative commitment, but not by continuance commitment.

Research limitations/implications

The findings imply that organizational decision makers should implement practices designed to increase self-leadership in the workplace and enhance employee work engagement. These practices include empowering leadership, recruitment and selection of self-leading employees, and self-leadership training interventions. The study was subject to limitations common to attitudinal survey research.

Originality/value

This study responds calls to explore the mediating mechanisms through which self-leadership affects organizational outcomes and helps explain why self-leadership affects employee work engagement.

Details

Leadership & Organization Development Journal, vol. 42 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 16 November 2021

Kia Hui Gan and Daisy Mui Hung Kee

The current study is an examination of the effects of psychosocial safety climate on work engagement, organisational commitment and to mediate job resources in Malaysian…

Abstract

Purpose

The current study is an examination of the effects of psychosocial safety climate on work engagement, organisational commitment and to mediate job resources in Malaysian research universities (RUs) during pandemic.

Design/methodology/approach

The population of this study consisted of full-time lecturers who work in Malaysian RUs at least a year. A sampling technique was used to select the respondents for this study. A total of 1,000 questionnaires were administered to respondents from 5 Malaysian RUs with 484 usable questionnaires were returned, giving a response rate of 48.4%.

Findings

The present study’s objective is to examine psychosocial safety climate’s (PSC) effect, job resources on work engagement and organizational commitment. The study also aims to test the mediating roles of job resources on PSC’s relationship, work engagement and organizational commitment. It is interesting to note that the relationship between PSC and work engagement was not significant.

Research limitations/implications

Although the present study had contributed to the existing literature, the present study’s result cannot be generalized. Suggestions for future research include an attempt to conduct a study over three-time points that looks at both the employee’s perspective, managerial perspective and organizational perspective within the workplace. All correlation and cross-sectional studies identified the need for a comprehensive three-wave study to examine the model’s longitudinal effects accurately.

Practical implications

The finding shown that university is suggested to apply higher PSC to allow their management discover more ways to increase the adequate job resources to support lecturers in RUs and in improving their work engagement and organizational commitment.

Originality/value

The integration of PSC in academicians of Malaysian RUs provides a novel perspective.

Details

foresight, vol. 24 no. 6
Type: Research Article
ISSN: 1463-6689

Keywords

Article
Publication date: 30 August 2019

Mohammed Aboramadan, Belal Albashiti, Hatem Alharazin and Khalid Abed Dahleez

The purpose of this paper is to investigate the impact of human resource management (HRM) practices on organizational commitment in Palestinian universities, and to…

2805

Abstract

Purpose

The purpose of this paper is to investigate the impact of human resource management (HRM) practices on organizational commitment in Palestinian universities, and to examine the mediating effect of work engagement as a black-box mechanism that defines HRM practices–organizational commitment relationship.

Design/methodology/approach

The source of the data is from 237 employees (academics and administrative staff) from Palestinian universities. The authors used structural equation modeling to verify the hypotheses.

Findings

The results reveal that HRM practices have a significant impact on employee organizational commitment in higher education. In addition, work engagement showed a significant mediating effect between performance appraisal and organizational commitment on the one hand, and between rewards and compensation and organizational commitment on the other hand.

Practical implications

The study suggests university managers to capitalize on HRM practices as vehicle to trigger positive work-related attitudes.

Originality/value

The study contributes to the literature by examining the impact of HRM practices on organizational commitment through the mediation role of work engagement in higher education of a non-western context. The study is one of the few studies that is conducted in the middle east.

Details

International Journal of Educational Management, vol. 34 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 4 September 2017

Michael Asiedu Gyensare, Lucky Enyonam Kumedzro, Aminu Sanda and Nathaniel Boso

The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary…

2393

Abstract

Purpose

The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary turnover intention. The study also investigates the moderating role of psychological climate in the relationship between affective organisational commitment and voluntary turnover intention.

Design/methodology/approach

This study employed a cross-sectional design as its framework. In addition, hierarchical linear modelling with bootstrapping analysis was conducted using data from a sample of 336 employees in a large public sector organisation in Ghana.

Findings

The results showed that transformational leadership positively influenced engagement, which was then negatively related to employee turnover intention. Furthermore, employee engagement was found to mediate the link between transformational leadership and affective organisational commitment, whereas both employee engagement and affective organisational commitment were found to mediate the link between transformational leadership and voluntary turnover intention. Finally, psychological climate was found to moderate the link between affective commitment and voluntary turnover intention.

Research limitations/implications

Despite the practical significance of this study in lessening the turnover decision of employees, the study has some limitations. Most significantly, the sample size of this cross-sectional study was small and limited to employees from only one large public sector organisation in Ghana. Findings of this study could be generalised by using large samples from other sectors and geographical areas. Furthermore, future studies should consider positive outcomes such as OCB and innovative work behaviour to help extend our conceptual framework.

Originality/value

Overall, findings of this study provide tentative support to the proposition that employee engagement and affective commitment help to minimise the decision of employees to leave the organisation regardless of how they perceive the leadership style of their immediate supervisors. Most importantly, psychological climate which is referred to as individual employee perceptions of their work environment had a strong contingent effect on the negative relationship between affective commitment and turnover intention such that employees’ positive perception of the work environment weakens the link between commitment and turnover, whereas a negative perception of the working environment strengthens the relationship between commitment and turnover. As a result, employees’ positive perception of their work environment decreased their turnover intention decisions.

Details

African Journal of Economic and Management Studies, vol. 8 no. 3
Type: Research Article
ISSN: 2040-0705

Keywords

Article
Publication date: 9 September 2013

Donald C. Barnes and Joel E. Collier

Frontline employees (FLEs) represent a major source of value creation for the modern firm. As such, firms are constantly evaluating different attributes of potential and

4395

Abstract

Purpose

Frontline employees (FLEs) represent a major source of value creation for the modern firm. As such, firms are constantly evaluating different attributes of potential and current employees in the hopes of attracting, retaining, and rewarding key employees. Recently, the construct of work engagement has garnered interest as an important indicator of employee performance. However, much is unknown about this construct with regards to antecedents, outcomes and measurement. Thus, the purpose of the current research is to contribute to the developing literature on work engagement.

Design/methodology/approach

Data were collected from FLEs across high and low customer contact service contexts. The hypothesized relationships in the model were tested using structural equation modeling (SEM).

Findings

This research provides empirical evidence that service climate, job satisfaction and affective commitment influence work engagement. Employee's work engagement subsequently impacts constructs such as career commitment and adaptability. Furthermore, the authors conceptualize work engagement as a multidimensional higher order construct that exhibits a superior fit compared to a simple first order conceptualization.

Research limitations/implications

This research provides guidance on how to measure work engagement as well as identifying both antecedent and outcomes variables associated with the construct.

Practical implications

Results suggest that the service firm has some impact on the level of work engagement FLEs exhibit. Furthermore, this research highlights the importance of the link between positive emotions and FLE performance.

Originality/value

By utilizing the contemporary broaden-and-build theory of positive emotions, this research makes contributions in the developing understanding of the impact of positive emotions on FLEs.

Open Access
Article
Publication date: 16 October 2017

Tui McKeown and Robyn Cochrane

The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often…

2984

Abstract

Purpose

The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect.

Design/methodology/approach

In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider.

Findings

Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors.

Research limitations/implications

The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market.

Practical implications

The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes.

Social implications

Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times.

Originality/value

Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

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