How affective commitment to the organization changes over time: A longitudinal analysis of the reciprocal relationships between affective organizational commitment and income

2016 ◽  
Vol 37 (4) ◽  
pp. 515-536 ◽  
Author(s):  
Xiaohan Gao-Urhahn ◽  
Torsten Biemann ◽  
Stephen J. Jaros
Keyword(s):  
Organizational Commitment ◽  
Longitudinal Analysis ◽  
Affective Commitment ◽  
Affective Organizational Commitment ◽  
Reciprocal Relationships ◽  
Changes Over Time ◽  
Over Time

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Examining antecedents of retail employees' propensity to leave

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jungkun Park ◽  
Jiseon Ahn ◽  
Hyowon Hyun ◽  
Brian N. Rutherford
Keyword(s):  
Organizational Commitment ◽  
Emotional Exhaustion ◽  
Emotional Labor ◽  
Organizational Support ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Propensity To Leave

PurposeIn this study, the authors examine the impacts of two facets of retail employees' cognitive support and affective commitment on emotional labor-related outcomes.Design/methodology/approachTo test the study hypotheses, 521 retail service employees participated in the survey. By using the structural equation modeling, the results show that employees' perceived organizational support directly and positively employees' affective organizational commitment and emotional exhaustion.FindingsBy using the structural equation modeling, the results show that employees' perceived organizational support directly and positively influence employees' affective organizational commitment and emotional exhaustion. The extent of employees' affective organizational commitment directly and negatively influences emotional labor and exhaustion. Furthermore, employees' emotional exhaustion exerts an influence on retail employees' propensity to leave.Research limitations/implicationsDrawing on social exchange and conservation of resources theories, this study contributes to emotional labor research and practices by examining factors that potentially influences employees' propensity to leave. For future studies, researchers can expand the proposed framework of the current study to other retailing settings.Practical implicationsFindings of the study suggest that retail organizations need to manage employees' support and commitment concerning to understand emotional labor.Originality/valueThe current study found that employees' affective commitment influences key emotional labor constructs including emotional labor and emotional exhaustion. Employees who have a high level of identification, involvement and emotional attachment toward the organization, they are less likely to feel of overload and inefficiency. Given the importance of emotional labor in the retailing setting, the proposed model and findings of this study contribute the existing knowledge of retail employees' behavior.

Examining how respectful engagement affects task performance and affective organizational commitment

2019 ◽  
Vol 48 (3) ◽  
pp. 644-658 ◽  
Author(s):  
Ameer A. Basit
Keyword(s):  
Organizational Commitment ◽  
Task Performance ◽  
Affective Commitment ◽  
Organizational Context ◽  
Equation Modeling ◽  
Survey Method ◽  
Job Engagement ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Positive Effects

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.

scholarly journals From Perceived Supervisor Social Power to Employee Commitment: Definition and Scale Development

2021 ◽  
Vol 12 ◽  
Author(s):  
Léandre Alexis Chénard-Poirier ◽  
Christian Vandenberghe ◽  
Alexandre J. S. Morin
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Discriminant Validity ◽  
Social Power ◽  
Future Research ◽  
English Canada ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
French Canada ◽  
Convergent And Discriminant Validity

It has been theoretically proposed that employees’ perceptions of their supervisor social power in the organization entail a potential to influence their beliefs, attitudes, and behaviors. However, no study has investigated such potential. This lack of research stems from the absence of a common understanding around the meaning of perceived supervisor social power (PSSP) and the absence of any validated measure. Therefore, the purpose of this article is to establish PSSP definition and to validate a five-item scale to measure this construct. Three studies encompassing four independent samples of employees from three different countries and three different languages (i.e., France, cross-sectional [Study 1, Sample 1], Canada, cross-sectional [Study 1, Sample 2: French Canada; Study 2: English Canada], Romania, two-wave data collection [Study 3]) were conducted to assess the validity of PSSP. Results showed that responses to the PSSP scale presented excellent psychometric properties (i.e., factor validity, reliability, and convergent and discriminant validity). Furthermore, the structure of the proposed five-item measure of PSSP was found to be invariant across four samples. Finally, PSSP nomological validity (i.e., integration into a nomological network) was assessed. Study 1 and Study 2 showed that PSSP was positively related to affective organizational commitment. All three studies showed that PSSP acted as a positive moderator of the relation between affective commitment to the supervisor and affective organizational commitment. Together, these studies support the psychometric soundness of the PSSP scale and presented the first evidence of its potential to influence followers. Implications of these findings for future research on supervisor social power are discussed.

scholarly journals How Flexible Work Arrangements Affects Affective Organizational Commitment, and Work-Life Enrichment in Pakistan’s Service Industry: The Role of Time Planning, Work-Life Conflict, and Engagement

2020 ◽  
Vol 4 (1) ◽  
pp. 269
Author(s):  
Alpha Kaleb Gill ◽  
Danish Siddiqui
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Service Sector ◽  
Affective Commitment ◽  
Work Life ◽  
Equation Modeling ◽  
Business Success ◽  
Affective Organizational Commitment ◽  
Time Planning ◽  
Work Life Conflict

Work-life balance is now being encouraged in organizations across different cultures. Moreover, amidst the current ‘pandemic’ status of widespread disease COVID-19, its essential for businesses to operate remotely as FWAs response to these challenges. The purpose is to focus on explaining how FWAs induce affective commitment as well as help in achieving work-life enrichment. For this, we proposed a theoretical framework hypothesizing that FWAs reduce work-life conflicts as well as make employees more engaged. The effect of FWAs on these two is also complemented by better time planning. Reduction of conflicts and enhanced engagement would, in turn, increase affective organizational commitment and work-life enrichment. Empirical significance was calculated by performing a survey using a questionnaire to collect data from 300 service sector employees in Pakistan. We determined our results by using structural equation modeling. The results suggested that FWAs are significantly and positively related to affective organizational commitment, engagement, and work-life enrichment, whereas negatively and significantly affect work-life conflict. Moreover, engagement also positively affects enrichment and affective commitment. Surprisingly, work-life conflict seems to positively affect work-life enrichment. Time planning seems to negatively complement the effect of FWAs on work-life conflict whereas, positively affect engagement. This study concludes that positive outcomes are generated by simply providing FWAs and more friendly policies whereby increasing effectiveness and ensuring business success continuity.

scholarly journals TURNOVER INTENTION AMONG LECTURERS IN PRIVATE HIGHER EDUCATION: THE DIRECT IMPACT OF FINANCIAL REWARDS AND MEDIATION OF JOB SATISFACTION AND EFFECTIVE ORGANIZATIONAL COMMITMENT

2021 ◽  
Vol 19 (2) ◽  
pp. 282-295
Author(s):  
Farida Titik Kristanti ◽  
◽  
Arif Partono Prasetio ◽  
Dian Indiyati ◽  
Putu Nina Madiawati ◽  
...  
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Private Higher Education ◽  
Affective Organizational Commitment ◽  
Online Questionnaire ◽  
The Government ◽  
The Relationship

Lecturer responsibilities in presenting learning materials and building students’ character is considered very important in preparing future workers/entrepreneur. However, those responsibilities still have not received proper attention in certain institutions and even from the government. If this goes on continuously, it is feared that they will lose wellperformed individuals. This study aimed to investigate the level of turnover intention from the lecturer in six private universities in Bandung. And the role of financial rewards, job satisfaction, and affective organizational commitment as antecedents. Data collected using an online questionnaire. The numbers of total lecturers in those universities were around 3000. This study used a non-probability sample and distributed 500 questionnaires through the human resources office. And after two months, there are 288 participants which willing to complete the questionnaire. After the more detailed screening, we have 121 responses that met our requirements and can be used in this study. The study found that financial rewards were significantly affected job satisfaction and affective organizational commitment. But it was not significantly affected turnover intention. Partially, job satisfaction and affective commitment have not mediated the relationship between financial rewards and turnover intention. But, simultaneously, both variables have significantly mediated the relationship. These results give new understanding to the managers in the educational organization regarding maintaining the turnover level of their lecturers. In the future, studies can be conducted to cover lecturers from other cities in Indonesia.

Effects of managers’ good characterson affective organizational commitment in consultant engineering firms

2016 ◽  
Author(s):  
Abbas Abbaspour ◽  
Ali Nasr Esfahani ◽  
Reza Abachian Ghassemi
Keyword(s):  
Factor Analysis ◽  
Regression Analysis ◽  
Organizational Commitment ◽  
Linear Regression ◽  
Affective Commitment ◽  
Linear Regression Analysis ◽  
Affective Organizational Commitment ◽  
Confirmatory Factor ◽  
Engineering Firms ◽  
The Relationship

The present study aimed atanalyzing the effects of good charactersof managers on affective organizational commitment of employees to the organization. Data were collected using a self-administrated questionnaire including leadership characters and affective commitment measures adopted. A sample of 100 employees from Consultant Engineering Firms was used. Confirmatory factor analysis (CFA) and a linear regression analysis were used to test the relationship betweenmanagers’ good characters and affective commitment. The results show that the good characters of leaders including love, justice, and wisdomaffect affective commitment of employees. It is expected that when employees perceive such characters of amanager, they feel more affectively attached to their organizations andfeel a sense of loyalty towards their organization.Keywords: good characters, affective commitment, consultant engineering firms.

Linking emotional intelligence to turnover intention: LMX and affective organizational commitment as serial mediators

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emna Gara Bach Ouerdian ◽  
Nizar Mansour ◽  
Khadija Gaha ◽  
Manel Gattoussi
Keyword(s):  
Emotional Intelligence ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
The Relationship

PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

The Influence of Transformational Leadership on Employees’ Affective Organizational Commitment in Public and Nonprofit Organizations: A Moderated Mediation Model

2019 ◽  
Vol 49 (1) ◽  
pp. 29-56 ◽  
Author(s):  
Shuyang Peng ◽  
Yuguo Liao ◽  
Rusi Sun
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Nonprofit Organizations ◽  
Affective Commitment ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Affective Organizational Commitment ◽  
Moderated Mediation Model ◽  
Work Impact ◽  
The Relationship

Transformational leadership has a great impact on employees’ psychological attachment to their organizations. This study examines how and under what condition transformational leadership translates into employees’ affective organizational commitment. Using a moderated mediation model, this research finds that the relationship between transformational leadership and affective commitment is transmitted through perceived work impact. More importantly, our findings suggest that the indirect effect of transformational leadership on affective commitment through perceived work impact is moderated by the level of centralization of an organization. Theoretical and practical implications of the findings are discussed.

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