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Book part
Publication date: 22 August 2014

Brad S. Trinkle and Marco Lam

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional…

Abstract

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional accountants, study results show that organizational appeal is distinct from other influence tactics, is perceived to be used frequently by supervisors, and is effective at influencing subordinates. The organizational appeal influence tactic could be particularly useful in situations where accounting supervisors and managers use proactive tactics to influence others to complete tasks or make decisions; to influence outsiders (e.g., suppliers, clients, government agents) over whom they have little authority; and where other influence tactics are not effective or appropriate.

Details

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

Keywords

Article
Publication date: 1 March 2002

Shao‐Lung Lin and An‐Tien Hsieh

This study examines how task identity, organizational commitment and career stage are related. Data are provided by 269 lower level employees in Taiwan. Employee age and…

4252

Abstract

This study examines how task identity, organizational commitment and career stage are related. Data are provided by 269 lower level employees in Taiwan. Employee age and organizational tenure are used as operational definitions of career stage. Results indicate that although an employee’s age moderately influences the relationship between task identity and organizational commitment, no moderating effect of tenure is found. In addition, the findings suggest an inverted U‐shaped curvilinear relationship between task identity and organizational commitment. The authors discuss the implications for theory and practice.

Details

International Journal of Manpower, vol. 23 no. 2
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 7 March 2016

Hee-Woong Kim, Hock Chuan Chan and Sumeet Gupta

The purpose of this paper is to : first, examine information systems (IS) infusion from a user commitment perspective, and second, examine the formation of user commitment toward…

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Abstract

Purpose

The purpose of this paper is to : first, examine information systems (IS) infusion from a user commitment perspective, and second, examine the formation of user commitment toward the use of IS in terms of job design.

Design/methodology/approach

This study adopts a survey approach with structural equation modeling to test the developed research model and hypotheses.

Findings

A survey of 236 enterprise system users shows that user commitment has a positive effect on IS infusion. User commitment, in turn, is influenced by task technology fit, technology self-efficacy, and task autonomy. Further mediation and direct effects to IS infusion are explored.

Research limitations/implications

This study offers implications for research, such as explaining a driver of IS infusion; and extending commitment theory by finding antecedents of user commitment.

Practical/implications

The results of this study offer suggestions to management on how to improve IS infusion in terms of user commitment and, consequently, how to develop user commitment based on the socio-technical system (STS) design.

Social/implications

The study highlights the critical impact of technology autonomy on IS infusion. An individual user’s authority in using and regulating the system is required for IS infusion.

Originality/value

This study has proposed a theoretical model of IS infusion based on commitment and socio-technical job design factors.

Details

Information Technology & People, vol. 29 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 1 April 1996

Thomas W. Porter and Bryan S. Lilly

Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an…

8810

Abstract

Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an overall model for team performance which includes relationship characteristics such as commitment, trust, conflict, and task processes. The authors propose that conflict, which may be quite beneficial for strategic teams, is more likely to hinder than help performance in project teams. The structural model is tested using data from 464 individuals in 80 student teams working on a new product introduction case project. The empirical findings support the view that (1) commitment and trust have only an indirect relationship with team performance, (2) and conflict and task processes are key explanatory variables directly related to team performance.

Details

International Journal of Conflict Management, vol. 7 no. 4
Type: Research Article
ISSN: 1044-4068

Article
Publication date: 10 November 2020

Ram Shankar Uraon and Manish Gupta

This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task

Abstract

Purpose

This paper has two main purposes. One purpose is to examine the mediating role of affective commitment in the relationship between psychological climate and contextual and task performance. Another purpose is to conceptualize and measure the psychological climate.

Design/methodology/approach

Data were analyzed using a sample of 514 employees working in 12 public sector companies in India. Partial least squares (PLS) technique was used to test the proposed research framework.

Findings

The results of this study revealed that affective commitment has a mediating role in the relationship between psychological climate and contextual performance as well as between psychological climate task performance.

Research limitations/implications

The findings of this study augment the theory of psychological climate by suggesting that individuals perceiving high a psychological climate are likely to have the high affective commitment that ultimately leads to higher performance.

Practical implications

Public sector companies are encouraged to provide a favorable psychological climate that can emotionally commit the employees to perform well.

Originality/value

This study is one of its kinds to overcome the limitations of the earlier studies such as in examining the effect of higher-order psychological climate on task and contextual performances.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 9 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 15 March 2019

Ameer A. Basit

The purpose of this paper is to advance research on the newly developed construct of respectful engagement (RE) (Carmeli et al., 2015), which focuses on positive interrelating…

2541

Abstract

Purpose

The purpose of this paper is to advance research on the newly developed construct of respectful engagement (RE) (Carmeli et al., 2015), which focuses on positive interrelating behaviors characterized by respect in the organizational context. Further, this study aims to examine whether RE was associated with task performance and affective organizational commitment, and whether employee job engagement mediated these relationships.

Design/methodology/approach

Using the self-reported measures and online survey method, data were collected from 185 employees working in one of the world’s largest hosiery firms located in the eastern part of Punjab, Pakistan. Structural equation modeling and multiple regressions were used to test the proposed conceptual model.

Findings

RE had significant positive effects on task performance and affective commitment. The effect of RE on affective commitment was stronger than it was on task performance. Moreover, job engagement significantly mediated the effects of RE on task performance and affective commitment.

Research limitations/implications

This study provides empirical evidence that RE enhances job engagement of employees by improving their levels of effort, enthusiasm and pride and concentration in work roles. Consequently, the enhanced level of job engagement leads employees to demonstrate better task performance and increased affective commitment with the organization.

Practical implications

Managers can institutionalize RE by applying strategies suggested by (Dutton, 2003) that focus on conveying presence, being genuine, communicating affirmation, effective listening and supportive communication. Training programs around these strategies can help managers to achieve this goal. Furthermore, in their day-to-day performance discussions, managers should follow the above strategies that could open further avenues for RE at the workplace. Managers can also allocate some weight to employees’ RE as part of their performance appraisals. The use of rewards would encourage employees to adopt RE as a norm desired by the organization.

Originality/value

This study extends research on the new developed construct of RE by focusing on task performance and affective commitment as its key outcomes. Furthermore, this study is the first to introduce job engagement as mediator in the relationship of RE with task performance and affective commitment. Another important aspect of this study is that its model has been tested on the data collected from Pakistan, which is an underrepresented geographical region in the management literature.

Details

Personnel Review, vol. 48 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 29 June 2012

Amy McMillan, Hao Chen, Orlando C. Richard and Shahid N. Bhuian

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between…

1776

Abstract

Purpose

The current study seeks to provide predictions for task conflict in supervisor‐subordinate dyads and to test empirically the mediation effects of task conflict between organizational culture/subordinate values and subordinate outcomes.

Design/methodology/approach

Structural equation modeling was employed to test the theoretical model.

Findings

It was found that task conflict mediates the relationship between a clan culture and intention to quit. Additionally, support was also found for the mediating effect of task conflict on the relationship between individualistic values and intention to quit.

Research limitations/implications

More research is needed to take into consideration the variables influencing task conflict in both vertical and horizontal dyadic relationships. A dynamic view of conflict may further contribute to the existing literature.

Practical implications

More remedies are needed in organizations to foster positive employees' attitudes and wellbeing through the generation of task conflicts. For example, fostering a clan culture instead of a hierarchy may be vital.

Originality/value

The current study demonstrates that organizational culture/subordinate's values may be linked to different subordinate outcomes through task conflict.

Details

International Journal of Conflict Management, vol. 23 no. 3
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 1 July 2000

Turo Virtanen

The literature on managerial competences has not sufficiently addressed the value contents of competences and the generic features of public managers. This article presents a…

2974

Abstract

The literature on managerial competences has not sufficiently addressed the value contents of competences and the generic features of public managers. This article presents a model of five competence areas: task competence, professional competence in substantive policy field, professional competence in administration, political competence and ethical competence. Each competence area includes both value and instrumental competences. Relatively permanent value competences are understood as commitments. The assumptions of new public management question not only the instrumental competences but also the commitments of traditional public service. The efficacy of human resource development is limited in learning new commitments. Apart from structural reforms that speed up the process, the friction in the change of commitments is seen as slow cultural change in many public organisations. This is expressed by transitional tensions in task commitment, professional commitment, political commitment, and ethical commitment of public managers.

Details

International Journal of Public Sector Management, vol. 13 no. 4
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 2 January 2018

Luis González and Lorenzo Rivarés

The purpose of this paper is to analyse the referral-based recruitment process in temporary work agencies (TWA) and its influence on workers’ attitudes and turnover.

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Abstract

Purpose

The purpose of this paper is to analyse the referral-based recruitment process in temporary work agencies (TWA) and its influence on workers’ attitudes and turnover.

Design/methodology/approach

By means of a quasi-experimental design with equivalent groups and repeated measures, differences in attitudes -group commitment, task commitment, group satisfaction, general job satisfaction and job involvement- and turnover in a group of workers recruited by the TWA through the “bring a friend” procedure based on employee referrals and in another group comprising workers not recruited through employee referrals are studied.

Findings

The results obtained show that workers recruited through employee referrals by the TWA are characterized by having greater group commitment, task commitment, task satisfaction, general job satisfaction and turnover than employees not recruited through employee referrals. These differences are explained on the basis of expectations and the feeling of obligation generated in the recruitment process.

Research limitations/implications

The sample size is an element to take into account when valuing the obtained results. Moreover, the effects of the recruitment programs with employee referral on the TWA should be analyze on more qualified jobs. Furthermore, they should be also evaluated if the effects on the attitudes stay the same in longer periods.

Originality/value

This is the first paper to examine the impact of the employee-referral-based recruitment method known as “bring a friend” on attitudes – group commitment, task commitment, group satisfaction, general job satisfaction, and job involvement – and turnover of employees when used by TWA. Likewise, we want highlight the fact that this is a longitudinal research study.

Article
Publication date: 6 November 2020

Felicito Angeles Jabutay and Parisa Rungruang

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new…

Abstract

Purpose

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.

Design/methodology/approach

The present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.

Findings

The results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.

Practical implications

The results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.

Originality/value

This paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

Details

Asia-Pacific Journal of Business Administration, vol. 13 no. 1
Type: Research Article
ISSN: 1757-4323

Keywords

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