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Article
Publication date: 1 June 2006

Jui‐Chen Chen, Colin Silverthorne and Jung‐Yao Hung

To further understand the impact of organizational communication and commitment on job stress and performance. Over the past 20 years, the constructs of organizational

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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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

Details

Leadership & Organization Development Journal, vol. 27 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 28 April 2022

Avinash D. Pathardikar, Praveen Kumar Mishra and Sangeeta Sahu

This paper aims to examine the effect of procedural justice on affective commitment, through the mediating of organizational trust and job satisfaction.

Abstract

Purpose

This paper aims to examine the effect of procedural justice on affective commitment, through the mediating of organizational trust and job satisfaction.

Design/methodology/approach

Data were collected from 305 executives working in eight large cement organizations through a standardized questionnaire. Confirmatory factor analysis, structural equation modelling and mediation analysis were performed to examine the relationship.

Findings

Procedural justice significantly influenced job satisfaction and organizational trust directly. Organizational trust and job satisfaction are partially mediated by organizational justice and affective commitment. Interestingly, procedural justice does not influence affective commitment directly.

Originality/value

Procedural justice and affective commitment are crucial aspects of an organization. Limited research has been conducted linking procedural justice, organizational trust, job satisfaction and affective commitment. This study was conducted in the South Asian country of India, where power-distance prevails

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 April 2022

Karthikeyan Somaskandan, Savarimuthu Arulandu and Satyanarayana Parayitam

This study aims to develop a conceptual model linking the relationship between individual learning, organizational learning and organizational commitment. A multi-layered…

Abstract

Purpose

This study aims to develop a conceptual model linking the relationship between individual learning, organizational learning and organizational commitment. A multi-layered conceptual model involving three dimensions of organizational commitment: normative, affective and continuance, and individual and organizational learning is presented.

Design/methodology/approach

The two well-known theories – organizational learning theory and organizational commitment theory – have been combined to systematically explain the importance of the interaction of variables benefitting both individuals and organizations. As learning involves change, a climate of organizational learning would foster connectivity of structure, people and process. At the same time, when an individual expands his learning and gets necessary skills, it is more likely they get connected to the organization and increase their level of commitment. In this study, the authors develop a conceptual model, and the authors apply this to the health-care industry and provide the results in the second paper.

Findings

The authors postulate that (i) individual learning will be positively related to organizational learning and continuance commitment; (ii) organizational learning will be positively related to continuance commitment; and (iii) organizational learning mediates the relationship between individual learning and continuance commitment. Furthermore, they also postulate that (i) normative commitment and affective commitment moderate the relationship between organizational learning and continuance commitment; and (ii) three-way interaction between organizational learning, normative commitment and affective commitment will strengthen continuance commitment of employees.

Research limitations/implications

The conceptual model can be applied to organizations from any industry. In the second part, the authors would test the model to the health-care industry and provide the results.

Practical implications

This study contributes to both practicing managers and the literature on organizational learning and organizational commitment. The study suggests that managers in work organizations need to promote a climate for enhancing learning so that employees remain committed to completing their job and contributing to organizational effectiveness. The results of this study highlight the importance of all three dimensions of organizational commitment: affective, normative and continuance.

Originality/value

This study provides new insights in understanding complex interactions between three dimensions of commitment in contributing to organizational performance. To the best of the authors’ knowledge, the multilayered model showing three-way interactions between the three dimensions of organizational commitment is the first of its kind and is a novel idea.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 22 March 2022

Fadime Çınar, Hasim Çapar and Samet Mermerkaya

This meta-analysis aimed to examine health professionals' job satisfaction and organizational commitment.

Abstract

Purpose

This meta-analysis aimed to examine health professionals' job satisfaction and organizational commitment.

Design/methodology/approach

This research was conducted using the meta-analysis method, one of the quantitative research methods. A preliminary literature search was conducted to determine keywords over the internet access network. With screening, keywords such as “Organizational commitment,” “Organizational loyalty,” “Job satisfaction,” “job satisfaction,” “Healthcare worker,” “Organizational commitment,” “Organizational faith,” “job satisfaction,” “Job saturation” keywords in Turkish and English were determined. Nine full-text articles published in peer-reviewed journals between 2014–2020 from the electronic databases of Google Scholar, Web of Science, Scopus, Science Direct, EKUAL and Google Academic were included in the meta-analysis. The study's effect size and publication bias included in the meta-analysis were calculated using the CMA 3 (Comprehensive meta-analysis) program.

Findings

The total sample number of the studies included in the analysis is 7,218. According to the random effects model, the overall effect size between job satisfaction and organizational commitment was statistically significant, with a value of 0.544 (confidence interval [CI]; 0.445–0.629; p < 0.05). This effect size was found to be moderate, according to Cohen's classification.

Originality/value

As a result of this meta-analysis, it was determined that there is a mutual interaction between job satisfaction and organizational commitment based on the cause–effect relationship. The findings obtained determined that job satisfaction has more power to affect organizational commitment positively.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

Keywords

Open Access
Article
Publication date: 7 January 2022

Carole Serhan, Nehmeh Nehmeh and Ibrahim Sioufi

The research aims to test the links amongst Meyer and Allen's three levels of organisational commitment and the commitment's effect on reducing turnover intentions for…

Abstract

Purpose

The research aims to test the links amongst Meyer and Allen's three levels of organisational commitment and the commitment's effect on reducing turnover intentions for Islamic bank (IB) employees during the lockdown caused by coronavirus disease (COVID-19).

Design/methodology/approach

The research follows a variable-centred approach. Primary data are collected through a survey of 324 respondents comprising IB employees from three Arab countries, notably the United Arab Emirates (UAE), Lebanon and Oman. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of turnover intentions.

Findings

Results show that there is a high level of significant intercorrelation amongst affective, normative and continuance commitments as well as amongst organisational commitment, individual differences and turnover intentions for IB employees from the three studied Arab countries. The results confirmed that turnover intentions are minimised in the presence of all three organisational commitment subscales and that individual differences amongst IB employees and organisational efficiency moderate the relationship between organisational commitment and turnover intentions.

Originality/value

There is no empirical work that has been done on the determinants of turnover intentions amongst IB employees during the lockdown. This is valuable to organisational behaviour scholars and practitioners who are interested in the role that organisational commitment plays in IB's employment behaviour.

Details

ISRA International Journal of Islamic Finance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0128-1976

Keywords

Book part
Publication date: 30 June 2016

Charn P. McAllister and Gerald R. Ferris

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…

Abstract

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.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

Keywords

Book part
Publication date: 7 July 2015

Nuno Da Camara, Victor Dulewicz and Malcolm Higgs

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…

Abstract

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.

Details

New Ways of Studying Emotions in Organizations
Type: Book
ISBN: 978-1-78560-220-7

Keywords

Abstract

Details

Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-1-84855-377-4

Book part
Publication date: 22 August 2014

James M. Kohlmeyer, Sakthi Mahenthiran, Robert J. Parker and Terry Sincich

This study examines how leadership style, budget participation, and perceptions of budgetary fairness influence an important employee outcome, organizational commitment

Abstract

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.

Details

Advances in Accounting Behavioral Research
Type: Book
ISBN: 978-1-78350-445-9

Keywords

Book part
Publication date: 1 January 2012

Mélanie Hassett

Organisational commitment has been studied for several decades. Research on the human resource side of mergers and acquisitions has typically emphasised the human resource…

Abstract

Organisational commitment has been studied for several decades. Research on the human resource side of mergers and acquisitions has typically emphasised the human resource ‘problems’ related to integration, such as low motivation, increased dissatisfaction, low commitment and performance, stress, leadership and power struggles, and high employee turnover. However, there is scant research on organisational commitment in the context of acquisitions. Yet, based on prior research, organisational commitment is important in terms of employee retention, commitment to change and post-acquisition performance. The model developed in this chapter explains what influences organisational commitment in acquisitions and how to build organisational commitment towards the acquirer. A number of propositions are derived from the model, and the implications for M&A research and practice are discussed.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-78052-196-1

1 – 10 of over 80000