Internal and external networking behavior

2014 ◽  
Vol 19 (5) ◽  
pp. 595-614 ◽  
Author(s):  
Shelly Y. McCallum ◽  
Monica L. Forret ◽  
Hans-Georg Wolff
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Single Point ◽  
Negative Relationship ◽  
Future Research ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
External Networking ◽  
Networking Behavior

Purpose – The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment. Design/methodology/approach – Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses. Findings – The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment. Research limitations/implications – Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist. Practical implications – Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer. Originality/value – Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

The influence of ethical leadership on the organizational commitment in fire organizations

2021 ◽  
Vol 37 (1) ◽  
pp. 145-156
Author(s):  
Mohammadkarim Bahadori ◽  
Matina Ghasemi ◽  
Edris Hasanpoor ◽  
Seyed Mojtaba Hosseini ◽  
Khalil Alimohammadzadeh
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Affective Commitment ◽  
Role Model ◽  
Fire Department ◽  
Average Score ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
In Fire

Purpose It is necessary for organizations to have committed employees to perform properly and be able to survive in a competitive world. One of the key components of organizational commitment is implementation of ethical leadership. The purpose of this study is to examine the relationship between ethical leadership and organizational commitment in fire organizations of Tehran. Design/methodology/approach A descriptive-correlational study was carried out in 2019. The sample consisted of 200 randomly selected participants, active in executive and headquarters divisions of fire department in Tehran. To collect data, a questionnaire with three different parts: demographics, organizational commitment questionnaire and the ethical leadership scale, was used. Data analysis were performed by AMOS24 and SPSS software, and data are presented as descriptive statistics of frequency, percentages, mean ± standard deviation (SD) and Pearson’s correlation coefficient. Findings Mean and SD for organizational commitment and ethical leadership were 3.44 ± 0.7 and 3.66 ± 0.62, respectively. Affective commitment had the highest average score among organizational commitment dimensions (3.63 ± 0.75). Among ethical leadership dimensions, ethical management showed the highest average (3.79 ± 0.70). Each component of organizational commitment, i.e. affective commitment, continuance commitment and normative commitment, also showed a significant relationship with ethical leadership (p < 0.05). Model fit results revealed that independent variables could anticipate 87% of changes of dependent variables in organizational commitment. Originality/value The results show a significantly positive relationship between ethical leadership and organizational commitment among the firefighters. Therefore, by using ethical leadership method, i.e. being a role model, improving the relations between management and employees, establishing trust and mutual respect, managers of fire departments can increase firefighters’ organizational commitment, affective commitment, continuance commitment and normative commitment and prevent them from quitting.

Job satisfaction and organizational commitment

2016 ◽  
Vol 39 (12) ◽  
pp. 1663-1694 ◽  
Author(s):  
Naser Valaei ◽  
Sajad Rezaei
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Affective Commitment ◽  
Information And Communications Technology ◽  
Fringe Benefits ◽  
Communications Technology ◽  
Years Of Experience ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Content Type

Purpose The aim of this study is to examine the structural relationship between Spector’s nine job satisfaction facets (supervision, nature of the work, communication, contingent rewards, co-worker, fringe benefits, payment, promotion and operating procedures), organizational commitment facets (normative commitment, affective commitment and continuance commitment) and the influence of employees’ years of experience on satisfaction and commitment relationships. Owing to the nature of the industry, employee satisfaction, retention and commitment in Information and Communications Technology-Small and Medium-sized Enterprise (ICT-SME) is a matter of great concern. Design/methodology/approach A total of 256 valid questionnaires were collected among employees of Information and Communications Technology-Small and Medium-sized Enterprises (ICT-SMEs) to evaluate the measurement and structural model using partial least squares path modelling approach. Findings The findings indicate that payment, promotion, fringe benefits, co-worker, communication, operating procedures and nature of the work are positively associated with affective commitment. Furthermore, payment, promotion, fringe benefits, supervision, contingent rewards, operating procedures and nature of the work have a positive relationship with normative commitment. Considering employees’ years of experience as a categorical moderating variable, the results of partial least squares multi-group analysis show how the discrepancies between employees’ years of experience influence their level of commitment. Originality/value This study reveals that employees’ affective and normative commitments are positively associated and their continuance commitment is contingent upon their affective commitment, and not normative commitment. There are only three factors, i.e. promotion, fringe benefits and operating procedures, that are conductive to employees’ continuance commitment. Contributions, implications and limitations of the study are discussed.

scholarly journals Onderzoeksnotitie: Een vernieuwd meetinstrument voor organizational commitment

2010 ◽  
Vol 23 (2) ◽  
Author(s):  
Suzanne Jak ◽  
Arne Evers
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Component Model ◽  
Future Research ◽  
Normative Commitment ◽  
Dutch Version ◽  
Continuance Commitment

A renewed instrument for organizational commitment A renewed instrument for organizational commitment S. Jak & A.V.A.M. Evers, Gedrag & Organisatie, volume 23, June 2010, nr. 2, pp. 158-171 The prevailing model in organizational commitment research is Allen and Meyer's (1990) 3-component model of organizational commitment. They developed three scales to measure commitment, the affective commitment scale (ACS), the continuance commitment scale (CCS) and the normative commitment scale (NCS). The correlation between the ACS and NCS has consistently been found to be larger than theoretically expected, both with the original scales and the revised scales (Meyer, Allen & Smith, 1993). In the current study, a Dutch version of the revised scales is developed, where the correlation between the ACS and NCS is smaller than originally. This was attained by omitting the word 'feeling' from the NCS items. The newly-developed scales appeared to be both reliable and valid. Possibilities for future research are discussed.

Effects of rectors’ narcissism on academics’ silence and commitment in the context of public universities

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Walid Chaouali ◽  
Mohammed Aboramadan ◽  
Rami Ayoubi ◽  
Hala Abdelgaffar
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Public Universities ◽  
Empirical Studies ◽  
Negative Relationship ◽  
Mediating Effect ◽  
Normative Commitment ◽  
Moral Obligations ◽  
Continuance Commitment ◽  
Content Type

Purpose This paper aims to focus on academics’ in four public universities located in Egypt to explore the effect of narcissistic leadership on affective, continuance and normative commitment approaches with and without the mediating effect of academics’ silence. Design/methodology/approach The authors used a convenience sampling in which academics were handed a questionnaire form to fill. In total, the authors distributed 280 forms and collected 214 completed questionnaire forms. A structural equation was used to determine the effect of narcissistic leadership on the organizational commitment (affective, continuance and normative) of academics. The same measure was later used to assess the mediating role of the academics’ silence on the aforementioned relationship. Findings The authors of this paper found that narcissistic leadership positively associates with academics’ silence. Moreover, their perceptions of the narcissism of their leaders alleviate academics’ emotional attachments (affective commitment) and moral obligations (normative commitment) toward their universities, whereas the same perceptions of the narcissism of their leaders have no effect on their continuance commitment. Finally, the authors discovered a significant role for academics’ silence in mediating the negative relationship between narcissistic leadership and their affective and normative commitments. Originality/value This paper contributes by filling a gap in leadership, HR management and organization literature in the higher education sector, in which empirical studies on the relationship between narcissistic leadership, academics’ silence and organizational commitment have been limited until now.

scholarly journals HUMAN RESOURCES PRACTICES AND ORGANIZATIONAL COMMITMENT: CONNECTING THE CONSTRUCTS IN A PUBLIC ORGANIZATION

2020 ◽  
Vol 21 (4) ◽  
Author(s):  
HELOÍZA H. OLIVEIRA ◽  
LUIZ C. HONÓRIO
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Multiple Regression ◽  
Affective Commitment ◽  
Career Planning ◽  
Selection Process ◽  
Future Research ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
The Relationship

ABSTRACT Purpose: This article aims to describe and analyze the relationship between human resources practices and organizational commitment in a large public urban sanitation company. Originality/value: It has been found that most human resources practices significantly influence organizational commitment, showing that the affective and normative commitment is the most affected and, on a weaker scale, there is the continuance commitment. Design/methodology/approach: The survey was conducted with 349 employees whose formulated hypotheses were verified by multiple regression. Findings: The results indicated a predominance of affective commitment of employees, greater agreement with the practice of human resources associated with benefits and disagreement with the career planning regarding the policies related to the internal selection process, self-development, compensation policy and the promotion process. The multiple regression analysis allowed to confirm the hypotheses postulated, revealing a more significant positive relationship between human resources practices with the types of affective and normative commitment when compared to the continuance commitment. Organizational commitment of the affective type proved to be positively influenced by the human resources practices associated with career planning and benefits, while the commitment of the normative type was positively more induced by the human resources practice related to training and development. Despite the fact that the article revealed results that contribute to the academy, future research must be carried out to improve the relationship between the constructs treated in this study.

The link between perceptions of leader emotion regulation and followers’ organizational commitment

2018 ◽  
Vol 37 (2) ◽  
pp. 178-187 ◽  
Author(s):  
Muhammad Farrukh Moin
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Normative Commitment ◽  
Surface Acting ◽  
Continuance Commitment ◽  
Deep Acting ◽  
Content Type

Purpose The purpose of this paper is to investigate the association between perceptions of leader emotion regulation strategies and followers’ organizational commitment. In particular, this study using social exchange theory as a framework examines the association between leader surface and deep acting and followers’ affective, normative and continuance organizational commitment. Design/methodology/approach Survey data were collected from 323 employees of five service sector organizations in Anhui province, China. Further, PLS-SEM technique was used to perform quantitative analysis. Findings The findings suggest that leader surface acting has a negative influence on followers’ affective commitment, normative commitment and continuance commitment. In contrast, leader deep acting has a positive influence on followers’ affective commitment, normative commitment and continuance commitment. Practical implications The findings suggest that leaders should be careful in managing their affective display. They may like to improve their followers’ affective commitment, normative commitment and continuance commitment by using deep acting. In contrast, leader surface acting may weaken their followers’ affective commitment, normative commitment and continuance commitment. Originality/value This study extends the social exchange theory in the context of emotional labor by examining the link between perceptions of leader surface and deep emotional strategies and followers’ affective, normative and continuance organizational commitment.

scholarly journals Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund

2017 ◽  
Vol 8 (2) ◽  
pp. 25 ◽  
Author(s):  
Mohammed S. Alamri ◽  
Thamir I. Al-Duhaim
Keyword(s):  
Organizational Commitment ◽  
Industrial Development ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Simple Random Sample ◽  
Normative Commitment ◽  
Development Fund ◽  
Perceived Supervisor Support ◽  
Perceived Availability

The aim of this study is to examine employees perception of training provided by Saudi Industrial Development Fund (SIDF) and its relationship with organizational commitment. To achieve this aim, the study utilized a questionnaire consists of two validated, well established, international instruments: the first one is the perceived availability of training developed by Newman et al., (2011) and includes 22-item inventory that measures an individual on the training, the second instrument called commitment scale developed by Allen and Meyer, (1996) and includes 18-item inventory to identify a person’s commitment. This questionnaire has been distributed to a simple random sample consist of (200) employees of Saudi Industrial Development Fund. A total of (175) complete questionnaires has been received back at a response rate of (87%). After analyzing data and testing hypotheses, the main results of this study are:• There is a positive relationship between five training-related variables and affective commitment.• There is a positive relationship between two training-related variables (the perceived availability of training and perceived supervisor support for training) and two commitment-related variables (continuance and normative commitment).• There is a negative relationship between perceived co-worker support for training and two commitment-related variables (continuance and normative commitment).• There is no relationship between two training-related variables (the perceived benefits of training and motivation to learn) and two commitment-related variables (continuance and normative commitment).

Psychological contract breach and teachers' organizational commitment: mediating roles of job embeddedness and leader-member exchange

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veronica Serwaa Amoah ◽  
Francis Annor ◽  
Maxwell Asumeng
Keyword(s):  
Organizational Commitment ◽  
Psychological Contract ◽  
Job Embeddedness ◽  
Psychological Contract Breach ◽  
Leader Member Exchange ◽  
Normative Commitment ◽  
Contract Breach ◽  
Continuance Commitment ◽  
Content Type ◽  
Member Exchange

PurposeThe study examined the relationship between psychological contract breach and organizational commitment and whether leader-member exchange and job embeddedness mediate this relationship.Design/methodology/approachThe study adopted a quantitative approach and is based on a sample of 298 teachers in basic schools in Accra, Ghana. Participants completed surveys with standardized measures on psychological contract breach, job embeddedness, leader-member exchange and organizational commitment. Hypothesized relationships were tested using structural equation modeling in AMOS 21.0.FindingsPsychological contract breach had a direct negative relationship with affective and normative commitment but had no significant direct relationship with continuance commitment. Psychological contract breach was indirectly related to affective and normative commitment through both job embeddedness and leader-member exchange, and indirectly related to continuance commitment through only job embeddedness.Practical implicationsFindings from the study suggest that employers' failure to fulfill their obligations to employees has significant potential cost to the organization, and underscore the need for managers, particularly in educational institutions, to institute measures to eliminate or minimize the occurrence of psychological contract breach.Originality/valueThe study contributes to research examining antecedents of organizational commitment as well as the mechanisms linking psychological contract breach to organizational commitment in the educational context.

Leadership credibility and change success: mediating role of commitment to change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noufou Ouedraogo ◽  
Michel Zaitouni ◽  
Mohammed Laid Ouakouak
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Organisational Change ◽  
Normative Commitment ◽  
Commitment To Change ◽  
Continuance Commitment ◽  
Content Type ◽  
Negative Effect

PurposeThe purpose of this study is to investigate the effects of leadership credibility on employees' behaviours and attitudes towards organisational change through the lens of employee commitment to change.Design/methodology/approachThe authors conducted a quantitative study in which 239 participants from diverse organisations participated.FindingsUsing structural equation modelling techniques, the results reveal that leadership credibility has a positive effect on both affective and normative commitment to change but a negative effect on continuance commitment to change. The authors also report that change success is positively impacted by affective commitment to change and negatively impacted by continuance commitment to change but is not significantly affected by normative commitment to change.Research limitations/implicationsThus, the authors contribute to closing a knowledge gap in change management theory while making practical recommendations for leading people during times of organisational transition.Originality/valueThis study sheds light on the role of leadership credibility and employee commitment during organisational change.

scholarly journals HUBUNGAN ORGANIZATIONAL COMMITMENT DAN TURNOVER INTENTION PADA PERAWAT

2018 ◽  
Vol 1 (2) ◽  
pp. 259
Author(s):  
Triatno Yudho Prabowo
Keyword(s):  
Organizational Commitment ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Normative Commitment ◽  
Continuance Commitment

Tujuan penelitian ini adalah untuk mengetahui hubungan antara organizational commitment dengan turnover intention. Teori organizational commitment dikemukakan oleh Meyer dan Allen. Teori turnover intention dikemukakan oleh Tett dan Meyer. Organizational commitment merupakan usaha mendefinisikan dan melibatkan diri dalam organsasi dan tidak ada keinginan meninggalkannya. Turnover intention dapat dipahami sebagai niat secara sadar dan disengaja untuk meninggalkan organisasi. Penelitian ini melibatkan 64 responden. Penelitian ini menggunakan metode kuantitatif. Hasil penelitian menunjukan bahwa terdapat hubungan negatif antara dimensi organizational commitment (continuance commitment, normative commitment, affective commitment) dengan turnover intention meliputi : continuance commitment dengan turnover intention (r = -0,362), normative commitment dengan turnover intention (r = -0,714), dan affective commitment dengan turnover intention (r = - 0,720).

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