scholarly journals Relationship CSR and employee commitment: Mediating effects of internal motivation and trust

2022 ◽  
Vol 28 (2) ◽  
pp. 100185
Author(s):  
Halder Yandry Loor-Zambrano ◽  
Luna Santos-Roldán ◽  
Beatriz Palacios-Florencio
Keyword(s):  
Employee Commitment ◽  
Mediating Effects ◽  
Internal Motivation

scholarly journals MEDIATING EFFECTS OF EMPLOYEE COMMITMENT IN RELATIONSHIP BETWEEN TOXIC LEADERSHIP AND EMPLOYEES’ PERFORMANCE

2021 ◽  
Vol 9 (4) ◽  
pp. 56-64
Author(s):  
Muhammad Rahman Khan ◽  
Hamid Khan ◽  
Sajjad Ahmad Jan ◽  
Aziz Javad ◽  
Aman Ullah Khattak
Keyword(s):  
Organizational Commitment ◽  
Sample Size ◽  
Banking Sector ◽  
Employee Performance ◽  
Employee Commitment ◽  
Mediating Effect ◽  
Mediating Effects ◽  
Toxic Leadership ◽  
The Relationship

Purpose of Study: The study aimed to examine the mediating effects of employee commitment in the relationship between toxic leadership and employee performance in the context of the banking sector, KP, Pakistan. The study is expected to provide significant information to existing knowledge databases about the toxic leaders, organizational commitment, and employees’ performance. Methodology of Study: The cross-sectional design was used to conduct the study by using a 5-point Likert scale through the questionnaire to collect primary data from the high-level managers of selected commercial banks located south region of KP, Pakistan. The sample of 234 employees of both public/private sector banks was taken randomly as the sample. To compute sample, Yamane (1967) formula for selecting sample from finite population: n=population (566), level of significance, e = 0.05 & n=sample size, sample size (n) = N/1+Ne2 = 566/1+566(0.05), 2 = 234. Main Findings: The results of the study revealed that the significant and positive association among the research variables, the significant impact of the predictors on the criterion variable, and the significant partial mediating role of the employee commitment in the relationship between the toxic leadership and employees’ performance. Applications of Study: The current study focuses on examining the role of toxic leadership on employee performance with mediating effect of employee commitment within the banking sector of KP, Pakistan. This study's significance lies in the banking sector, desiring to acquire sustainable competitive advantage through increased employee performance and employee commitment. Novelty/Originality of Study: The expectation that organizational commitment can improve the relationship between toxic leadership and employee performance is missed to a certain extent in the educational context that is expected to offer a new contribution to an existing database of research.

scholarly journals Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions

2013 ◽  
Vol 4 (1) ◽  
pp. 11 ◽  
Author(s):  
Ravikiran Dwivedula ◽  
Christophe Bredillet ◽  
Ralf Müller
Keyword(s):  
Literature Review ◽  
Work Motivation ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Professional Commitment ◽  
Organisational Commitment ◽  
Internal Motivation ◽  
The Relationship ◽  
And Task ◽  
External Motivation

The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented

Motivating toward organizational commitment: A cross-comparative perspective

2020 ◽  
Vol 20 (2) ◽  
pp. 141-157 ◽  
Author(s):  
Leila Afshari
Keyword(s):  
Organizational Commitment ◽  
Cultural Diversity ◽  
Survey Data ◽  
Culturally Diverse ◽  
Employee Commitment ◽  
Comparative Perspective ◽  
Mediating Effects ◽  
Cultural Contexts

This article investigates how factors that contribute to the development of organizational commitment can be adjusted to take account of cultural diversity among employees, by taking the mediating effects of motivational processes and leadership into account. Survey data were obtained from two similar organizations in two different cultural contexts—Australia and Iran. The findings showed that both intrinsic and identified motivations and leadership are critical to the development of desirable organizational commitment. The introjected form of motivation was found to be the factor that mediates variances in employee commitment between the two cultural contexts. The current study explains this mediation role by referring to the different degrees to which conformity is salient across the two contexts, thereby providing managers, who are working in culturally diverse contexts, a means of understanding how and why different motivational techniques are more or less likely to contribute to the development of organizational commitment. Furthermore, the present study contributes to the existing literature on organizational commitment by comparing and contrasting the nature and prominence of employee commitment profiles in two different cultural contexts.

Smokers’ (Dis)satisfaction, Persuasive Constraint, and Influence of Expert and Non-Expert Sources

2006 ◽  
Vol 65 (1) ◽  
pp. 7-14 ◽  
Author(s):  
Juan M. Falomir-Pichastor ◽  
Gabriel Mugny ◽  
Federica Invernizzi
Keyword(s):  
Intention To Quit ◽  
Motivation To Change ◽  
Internal Motivation ◽  
Quit Smoking ◽  
External Constraint ◽  
Source Study ◽  
Expert Sources

The present research tested the hypothesis that an internal motivation to change is elaborated as an external constraint and is less predictive of change when the source is expert than when it is non-expert. In two studies, smokers were categorized as either dissatisfied or moderately satisfied according to their degree of dissatisfaction with their image as smokers (i.e., internal motivation to change). They were then exposed to an antismoking argument attributed either to an expert or to a non-expert source. Compared to moderately satisfied smokers, dissatisfied smokers perceived the source as making less effort to convince them (Study 1, N = 43), and as being less disrespectful (Study 2, N = 81), but this pattern was significant only for the non-expert source. Study 2 also showed that experts had more influence on intention to quit smoking among moderately satisfied smokers, whereas non-experts had more influence among dissatisfied smokers.

Challenge Demands, Hindrance Demands, and Psychological Need Satisfaction

2015 ◽  
Vol 14 (2) ◽  
pp. 70-79 ◽  
Author(s):  
Simon L. Albrecht
Keyword(s):  
Work Engagement ◽  
Job Demands ◽  
Self Determination Theory ◽  
Structural Equations ◽  
Need Satisfaction ◽  
Self Determination ◽  
Job Resources ◽  
Mediating Effects ◽  
Psychological Need ◽  
Practical Implications

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determination theory, the research also aimed to investigate the potential mediating effects that employees’ need satisfaction as regards their need for autonomy, need for belongingness, need for competence, and need for achievement, as components of a higher order needs construct, may have on the relationships between job demands and engagement. Structural equations modeling across two independent samples generally supported the proposed relationships. Further research opportunities, practical implications, and study limitations are discussed.

I Want to Be Like You

2012 ◽  
Vol 43 (3) ◽  
pp. 115-126 ◽  
Author(s):  
Christina Matschke ◽  
Kai Sassenberg
Keyword(s):  
Social Identity ◽  
Identity Development ◽  
Self Regulation ◽  
Active Role ◽  
Social Identification ◽  
Social Self ◽  
Approach And Avoidance ◽  
Internal Motivation ◽  
Avoidance Strategies ◽  
Social Identity Development

Entering a new group provides the potential of forming a new social identity. Starting from self-regulation models, we propose that goals (e.g., internal motivation to enter the group), strategies (e.g., approach and avoidance strategies), and events (e.g., the group’s response) affect the development of the social self. In two studies we manipulated the group’s response (acceptance vs. rejection) and assessed internal motivation as well as approach and avoidance strategies. It was expected, and we found, that when newcomers are accepted, their use of approach strategies (but not avoidance strategies) facilitates social identification. In line with self-completion theory, for highly internally motivated individuals approach strategies facilitated social identification even upon rejection. The results underline the active role of newcomers in their social identity development.

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