Passive leadership, role stressors, and affective organizational commitment: A time-lagged study among health care employees

2013 ◽  
Vol 63 (5) ◽  
pp. 277-286 ◽  
Author(s):  
Denis Chênevert ◽  
Christian Vandenberghe ◽  
Olivier Doucet ◽  
Ahmed Khalil Ben Ayed
Keyword(s):  
Health Care ◽  
Organizational Commitment ◽  
Leadership Role ◽  
Affective Organizational Commitment ◽  
Role Stressors ◽  
Health Care Employees ◽  
Time Lagged

The future of your job represents your future: a moderated mediation model of transformational leadership and job crafting

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rana Muhammad Naeem ◽  
Khalil Ahmed Channa ◽  
Zahid Hameed ◽  
Ghulam Ali Arain ◽  
Zia Ul Islam
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Crafting ◽  
Psychological Ownership ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Time Lagged ◽  
High Level ◽  
The Relationship

PurposeIn this study, the authors aim to explain the mechanism between transformational leadership and job crafting. They predict that job-based psychological ownership (job-based PO) mediates the relationship between transformational leadership and job crafting. Furthermore, job-based PO is more effective when employees have a high level of affective organizational commitment.Design/methodology/approachThe authors collected time-lagged data through a paper–pencil survey from the sales department of large pharmaceutical companies in Pakistan.FindingsThe findings of this study suggest that job-based PO mediates the positive relationship between transformational leadership and job crafting. Moreover, the relationship of job-based PO with job crafting is moderated by affective organizational commitment such that the relationship was stronger at the high levels of affective organizational commitment than that of the low levels of affective organizational commitment.Practical implicationsOn practical grounds, job crafting can be useful for individuals and organizations. On individuals’ side, it helps them to balance their job demands and resource; on organizations’ side, it provides a solution to the ongoing problem of disengaged employees and suggests managers identify new ways to support employees with their job redesign.Originality/valueThis study suggests that job-based PO and affective organizational commitment are important factors that influence the relationship between transformational leadership and job crafting.

scholarly journals Linking Organizational Commitment and Organizational Trust in Health Care Organizations

Organizacija ◽  
2020 ◽  
Vol 53 (4) ◽  
pp. 306-318
Author(s):  
Bulent Akkaya
Keyword(s):  
Health Care ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Structural Equation ◽  
Health Care Organizations ◽  
Positive Impact ◽  
Organizational Trust ◽  
Affective Organizational Commitment ◽  
Administrative Personnel ◽  
Full Knowledge

AbstractBackground and purpose: Health care organizations should apply new methods to motivate their employees be more effective and successful. This can be achieved by commitment to the organization and trusting their managers. Therefore, health care organizations must take care of the commitment and trust aspects in order to have a full knowledge of employees and to increase organizational performance and effectiveness. The present study aims to link sub-dimensions of organizational trust and sub-dimensions of organizational commitment of administrative personnel of health care organizations.Methodology: The survey was conducted among 156 administrative personnel in health organizations in Turkey. Sub-dimensions of organizational trust and sub-dimensions of organisational commitment were linked and correlated. Nyhan and Marlowe’s OTI survey was used for the assessment of organizational trust and Meyer’s and Allen’s OCQ for the assessment of organizational commitment. Correlation, Path analysis and Structural Equation Modelling (SEM) were used to analyse the data with the help of SPSS and SmartPLS programs.Results: Results suggest that trust in organization has a positive impact on effective organizational commitment and continuance organizational commitment, however, has not impact on normative organizational commitment. Additionally, trust in supervisors has a positive impact on affective organizational commitment, continuance organizational commitment and normative organizational commitment.Conclusion: Awareness of organizational trust and commitment can be beneficial to leaders and managers, as they can handle, develop and empower their workers better with this information. Moreover, the key point is that all leaders and managers should focus on creating an atmosphere that will make workers very more committed and trusting, hence, to enable them perform beyond their formal duty requirements.

Model for early assessment of burn out syndrome in health care employees

2012 ◽  
Author(s):  
Drozdstoj Stoyanov ◽  
Ralitsa Raycheva ◽  
Donka Dimitrova
Keyword(s):  
Health Care ◽  
Early Assessment ◽  
Health Care Employees ◽  
Burn Out

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

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