Employee cultural values and organizational commitment: Do employee benefits matter?

2007 ◽  
Author(s):  
Niti Pandey ◽  
Aparna Joshi ◽  
Joseph J. Martocchio
Keyword(s):  
Organizational Commitment ◽  
Cultural Values ◽  
Employee Benefits

scholarly journals The Influence of Employee Benefits Towards Organizational Commitment

2009 ◽  
Vol 4 (8) ◽  
Author(s):  
SoonYew Ju ◽  
LaiKuan Kong ◽  
Zaliha Hj Hussin ◽  
Kamaruzaman Jusoff
Keyword(s):  
Organizational Commitment ◽  
Employee Benefits

scholarly journals Paternalistic Leadership and Organizational Commitment

2014 ◽  
Vol 3 (1) ◽  
pp. 373-378
Author(s):  
Fatemeh Hakimian ◽  
Hadi Farid ◽  
Mohd Nazari Ismail ◽  
Ismi Arif Ismail
Keyword(s):  
Organizational Commitment ◽  
Cultural Values ◽  
Analysis Data ◽  
Influential Factors ◽  
Quantitative Methodology ◽  
Normative Commitment ◽  
Paternalistic Leadership ◽  
Organizational Issues ◽  
The Relationship ◽  
Determining Factor

In the competitive world of business, organizational commitment is considered to be one of the fundamental organizational issues facing managements. Committed employees have become a valuable contribution to a variety of organizations. Since leaders’ behaviors play an important role in organizational commitment, managers are encouraged to motivate employees to strengthen their commitments to competently serve their organizations. The structures of societies in addition to cultural values are influential factors in determining appropriate leader behaviors. Since Paternalistic leadership is an integrated part of Asian organizations, Malaysia was selected as the country of choice to conduct this study. This research was designed to investigate the relationship between paternalistic leadership and organizational commitment; Each dimension was investigated separately in accordance to quantitative methodology. In total, 287 questionnaires from the employees of Malaysian SMEs were selected to be used for the purpose of data analysis. Data management and analysis were performed using SEM-PLS. The statistical results indicated the significant relationship between paternalistic leadership and Affective, Continuance, and Normative Commitment. Paternalistic leadership is a significantly persuasive factor that elevates the phenomenal of affective and normative commitment. This finding also came to the attention that under the umbrella of Paternalistic leadership, distress of losing a specific leader might be a determining factor for employees to continue their cooperation and employment with the organization. In addition to offering theoretical contributions, this study has provided a practical guideline for Malaysian SMEs managers who aim to increase commitment among employees who function under their Paternalistic leadership. 

scholarly journals Work-Family Conflict and organizational commitment workers in small and medium sized enterprises

2014 ◽  
Vol 27 (3) ◽  
pp. 543-563
Author(s):  
SooChan Choi ◽  
HeeJong Lee ◽  
SunA Chung ◽  
JiSun Lee
Keyword(s):  
Organizational Commitment ◽  
Metropolitan Area ◽  
Family Conflict ◽  
Moderating Effect ◽  
Employee Benefits ◽  
Work Family Conflict ◽  
Positive Spillover ◽  
Work Family ◽  
The Relationship ◽  
Negative Spillover

The purposes of this study were to confirm the effect of work-family spillover toward organizational commitment of workers in small and medium sized enterprises, who offered less benefits for maintaining balanced life between workplace and household than major company, and to verify moderate effects of benefits. This study carried out 269 workers in small and medium sized enterprises located in metropolitan area. The major findings were summarized as follows: First, work-family negative spillover, work-family positive spillover, employee benefits showed effects on organizational commitment. Second, the moderating effect of benefits was shown on the relationship between work-family negative spillover and organizational commitment.

scholarly journals THE EFFECT OF INTERNALIZED OF VALUES ORGANIZATIONAL CULTURE IN RELATION TO ORGANIZATIONAL COMMITMENT: PT. PERTAMINA (PERSERO) UNIT II DUMAI REFINERY, INDONESIA CASE STUDY

2014 ◽  
Vol 3 (3) ◽  
pp. 344-350
Author(s):  
Syarifah Farradinna ◽  
Fatimah Omar ◽  
Fatimah Wati Halim
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Human Resources ◽  
Cultural Values ◽  
Demographic Factors ◽  
Sociodemographic Variables ◽  
Test Models ◽  
Culture Dimensions

The purpose of this study was to develop and test models of the internalization value of organizational culture that appears to determine the characteristics of organizational commitment among employees of PT. Pertamina (Persero) Unit II Dumai Refinery, Indonesia. The internalized of values organizational culture was related to the organizational commitment dimension (affective, normative, and continuance). Likewise, organizational commitment was correlated to the internalized of values organizational culture (clean, competitive, confident, customer focused, commercial, and capable). It seems that higher internalized of values organizational culture associated with higher of commitment in organization, vice versa. Internalized of values organizational culture dimensions interaction showed no greater value than organizational commitment based on sociodemographic variables, this shows demographic factors should know better human resources and cultural values.

Chinese traditionality, job attitudes, and job performance: a study of Chinese employees

2017 ◽  
Vol 5 (2) ◽  
pp. 139-150 ◽  
Author(s):  
Hui Li ◽  
Hang-yue Ngo
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Cultural Values ◽  
Job Attitudes ◽  
Employee Survey ◽  
Content Type ◽  
Cultural Variable ◽  
And Performance ◽  
Positive Effect

Purpose The purpose of this paper is to explore the relationships among Chinese traditionality, job attitudes, and job performance. Chinese traditionality, an indigenous cultural variable, is expected to enhance employees’ organizational commitment and job satisfaction, which in turn affect their job performance. Design/methodology/approach Data were collected via employee survey from 399 workers in two large firms in China. The HR department helped the authors to distribute a self-administered questionnaire to the respondents. The authors assured them of confidentiality and protected their anonymity. Multiple regression analysis was used to test the hypotheses. Findings The results show that Chinese traditionality is positively related to organizational commitment and job satisfaction. The authors also find that the positive effect of Chinese traditionality on employees’ job performance is mediated by organizational commitment, but not by job satisfaction. Practical implications Based on the findings, Chinese firms should pay attention to cultural values, which play an important role in affecting employees’ job attitudes and performance. Originality/value This study contributes to the literature in two ways. First, it provides evidence about the significant positive effect of Chinese traditionality on organizational commitment and job attitudes. Second, it reveals a key mechanism through which Chinese traditionality enhances employees’ job performance.

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