The impact of organizational support for employees’ health on organizational commitment, intent to remain and job performance

2019 ◽  
Vol 7 (3) ◽  
pp. 281-299
Author(s):  
Lin Xiu ◽  
Kim Nichols Dauner ◽  
Christopher Richard McIntosh
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Wellness Programs ◽  
Employee Health ◽  
Wellness Program ◽  
Content Type ◽  
Intent To Remain

Purpose The purpose of this paper is to examine the relationship between employees’ perceptions of organizational support for employee health (OSEH) and employees’ turnover intention and job performance, with a focus on the possible mediating roles of affective commitment and wellness program participation in these relationships. Design/methodology/approach Data were collected from surveys of employees at a public university that provides employees with a variety of wellness program options. Conditional procedural analysis was conducted to test the model. Findings Results showed that employees’ perceptions of OSEH positively related to both turnover intention and job performance and that affective commitment fully mediated the relationships between OSEH perceptions and both dependent variables. Research limitations/implications Cross-sectional data were collected on OSEH, affective commitment, employees’ intent to remain in the organization and job performance. Future studies based on panel data would be helpful to establish the causal relationships in the model. Practical implications Our findings show that employees’ perceptions of OSEH are likely to affect behavioral outcomes through affective commitment, suggesting that managers should ensure that employees are aware of organizational support for health promotion. Our findings also suggest that organizations move beyond a focus on design of wellness programs to include an emphasis on the overall OSEH. Originality/value This research study is the first empirical examination on the two possible channels through which organizational health support may influence employees’ intent to remain and job performance – participation in wellness programs and affective organizational commitment. The results are of value to researchers, human resource management managers, employees and executives who are seeking to develop practices that promote employee health at the workplace.

Do employee responses to organizational support depend on their personality? The joint moderating role of conscientiousness and emotional stability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Greg J. Sears ◽  
Yu Han
Keyword(s):  
Job Performance ◽  
Personality Traits ◽  
Organizational Support ◽  
Affective Commitment ◽  
Employee Performance ◽  
Self Regulation ◽  
Employee Commitment ◽  
Emotional Stability ◽  
Content Type ◽  
Positive Effects

PurposeThis study explored whether two Big Five traits – conscientiousness and emotional stability – jointly moderate the positive effects of perceived organizational support (POS) on employee commitment and job performance. Drawing on organizational support theory and a self-regulation perspective, we proposed that employees high on both traits will more effectively leverage POS to enhance both their commitment and their performance.Design/methodology/approachData were collected from 141 employees in a multinational transportation security firm. Employees completed measures assessing their POS, personality and affective commitment. Supervisors provided ratings of employees' job performance.FindingsResults indicated that POS exerts a stronger influence on both employee commitment and performance when workers are high on conscientiousness and emotional stability. Moreover, POS was only found to be significantly associated with job performance when employees were high on both traits.Research limitations/implicationsThese results suggest that personality traits play an integral role in influencing workers' perceptions of, and responses to, POS. Specifically, employees who demonstrate a stronger task focus and self-regulation capabilities appear to respond more favorably to POS.Practical implicationsThese findings reinforce the value of implementing HR practices that convey support for employees but also highlight the importance of attracting and retaining employees who are conscientious and emotional stable in order to fully realize the benefits of these practices.Originality/valueRecent evidence indicates that the relationship between POS and employee performance is tenuous. Our results are consistent with a contingency perspective on POS and signal that this may be partly owing to the `influence of individual differences, such as personality traits, in moderating the effects of POS.

The identity-based explanation of affective commitment

2014 ◽  
Vol 29 (3) ◽  
pp. 321-340 ◽  
Author(s):  
Long W. Lam ◽  
Yan Liu
Keyword(s):  
Job Performance ◽  
Hierarchical Linear Modeling ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Central China ◽  
Content Type ◽  
Organizational Attachment ◽  
And Behavior ◽  
The Relationship

Purpose – Drawing on social identity and self-categorization theories and building on Meyer and Herscovitch's (2001) work on affective commitment, this study aimed to examine the relationship between organizational identification and affective commitment, and the relationships between these two variables and employees' attitude and behavior. Design/methodology/approach – Data were collected on-site from 158 automobile dealership employees in central China. Regression analysis and hierarchical linear modeling were used to analyze the survey data. Findings – Organizational identification was positively related to affective commitment. Affective commitment was negatively related to turnover intention and positively related to job performance. Affective commitment mediated the relationship between organizational identification and turnover intention, but did not mediate the relationship between organizational identification and job performance. Research limitations/implications – This study contributes to the literature by integrating organizational identification and affective commitment, the two distinct types of employees' organizational attachment. However, results should be cautioned with the limitations of the study. Practical implications – Managers can use employees' organizational identification to foster affective commitment since it leads to a variety of positive work attitudes and behavior. Social implications – Society as a whole may benefit by having more loyal and committed workforce in organisations. Originality/value – This study develops a model that aligns employee commitment and identification. Doing so answers the call for more efforts to integrate the two forms of organizational attachment in order to make more progress in this line of research.

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.

Turnover intention among liquid knowledge workers: a study of Indian insurance professionals

2019 ◽  
Vol 12 (2) ◽  
pp. 288-309
Author(s):  
Piyali Ghosh ◽  
Geetika Goel ◽  
Tanusree Dutta ◽  
Richa Singh
Keyword(s):  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Knowledge Workers ◽  
Insurance Companies ◽  
Equation Modeling ◽  
Content Type ◽  
Sales Professionals ◽  
Indian Insurance

PurposeThis study aims to analyze how perceived organizational support (POS), perceived supervisor support (PSS) and perceived co-worker support (PCS) as components of social exchange at work influence turnover intention through affective commitment.Design/methodology/approachPerception of sales professionals working in life insurance companies, categorized as liquid knowledge workers, on the study variables was assessed through a questionnaire-based survey. Data on a sample of 212 such professionals across 11 companies were analyzed using structured equation modeling. Maximum likelihood estimate method was used to test the extent of model fit. Mediation has been confirmed through bootstrapping.FindingsResults reveal a significant direct relationship between PSS and turnover intention. POS and PCS were found to have significant indirect effects on turnover intention, mediated by affective commitment.Research limitations/implicationsOverall results prompt the authors to recommend that organizations in insurance business must invest resources in promoting organizational support and also adopt a supportive work culture in which social exchange can easily occur. Level of withdrawal intention among sales professionals can be lowered by establishing emotional bonding with them. Supervisors may also be provided adequate training in soft skills to support their subordinates.Originality/valueThis study has highlighted that support at workplace is a binding force between an employee and his/her organization, and thus it negatively affects his/her withdrawal intention directly or indirectly via affective commitment. This paper stands out in the multitude of existing research as especially the relation of PCS and turnover intention has been explored less. It also adds to the scarce literature available on turnover intention among liquid knowledge workers in Indian insurance sector.

The influence of organizational learning culture and perceived organizational support on employees’ affective commitment and turnover intention

2015 ◽  
Vol 6 (4) ◽  
pp. 417-431 ◽  
Author(s):  
Talat Islam ◽  
Ishfaq Ahmed ◽  
Ungku Norulkamar Bt. Ungku Ahmad
Keyword(s):  
Organizational Learning ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Learning Culture ◽  
Equation Modeling ◽  
Content Type ◽  
Organizational Learning Culture

Purpose – The study aims to examine the relationships between organizational learning culture (OLC), perceived organizational support (POS), affective commitment (AC) and turnover intention (TI) through empirical investigation across the service sector. Design/methodology/approach – A total of 758 employees working in the Pakistani banking sector were approached through convenience sampling. A questionnaire-based survey was used to conduct the research. Findings – A two-stage approach was applied using structural equation modeling (SEM). In the first stage, confirmatory factor analysis (CFA) was applied, and in the second stage, path coefficients were examined. The study found POS and OLC were positively associated with AC but negatively associated with TI. In addition, SEM confirms that AC performs the role of mediator. Research limitations/implications – The study has practical and theoretical implications for HR managers to reduce employees’ TI. Limitations are also discussed. Originality/value – The study elucidates the importance of POS and OLC in enhancing AC and reducing TI.

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.

An integrative model of turnover intention

2015 ◽  
Vol 6 (1) ◽  
pp. 71-90 ◽  
Author(s):  
Yui-tim Wong ◽  
Yui-Woon Wong ◽  
Chi-sum Wong
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Integrative Model ◽  
Future Research ◽  
Content Type ◽  
Trust In Management ◽  
Perceived Organisational Support ◽  
The Impact

Purpose – The purpose of this study is to attempt to fill a research gap by proposing an integrative model for studying employees’ turnover intention in Chinese joint ventures (JVs). The authors also examine the antecedents of turnover intention and its impact on employees’ performance. Design/methodology/approach – A data set consisting of 247 employees in 3 JVs in the Peoples’ Republic of China is used to test the hypotheses. Findings – The LISREL results support all hypotheses. The model examines how the contextual experiences of perceived organizational support and affective commitment might affect the turnover intention. It is proposed that employees’ perceived distributive justice, trust in management and job security are related to the organizational experience of perceived organizational support and affective commitment, which will affect turnover intention and, in turn, to job performance. The empirical results show that turnover intention has a significant and negative impact on employees’ performance, and both perceived organisational support (POS) and affective commitment have partial mediation effects between trust in management and employees’ turnover intention. Research limitations/implications – The Western POS scale was used in this study. It may not fully capture the meaning of POS in the Chinese setting. Future research may develop indigenous POS measurement. Additionally, the scale on turnover intention only showed employees’ intention to leave, it did not reveal their subsequent actual turnover. Future research should use a longitudinal design to study the actual employee turnover. It contributes to the literature by offering insights on how Chinese human resource management practices in JVs affect employees’ turnover intention and the impact of turnover intention on employees’ performance in Chinese JVs. Originality/value – This study enhances the authors' understanding of the relationship among POS, affective commitment and turnover intention of Chinese JV employees.

The role of affective commitment in the relationship between social support and turnover intention

2017 ◽  
Vol 55 (3) ◽  
pp. 512-525 ◽  
Author(s):  
John Fazio ◽  
Baiyun Gong ◽  
Randi Sims ◽  
Yuliya Yurova
Keyword(s):  
Social Support ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Social Support ◽  
Mediating Effect ◽  
Content Type ◽  
Perceived Supervisor Support ◽  
The Relationship

Purpose The purpose of this paper is to argue that affective commitment plays a significant and complex role in the relationship between social support and turnover intention. Design/methodology/approach Surveys were returned by 217 hospital employees with an average tenure of 11.55 years (SD=10.20). Findings Findings suggest that perceived organizational support and perceived supervisor support (PSS) could directly impact turnover intention without the mediation of affective commitment. Thus, affective commitment only partially mediates the negative relation between perceived support and turnover intention. In addition, the results suggest that enhanced PSS reduced turnover intention more powerfully, when affective commitment increased. For a highly committed employee, support from the supervisor can be more influential than that of a less committed employee. Originality/value This is an initial investigation on the moderating role of affective commitment in the relationship between perceived social support and turnover intention. Further, the findings emphasize the independent impact of perceived social support above and beyond the effect mediated by affective commitment, thus adding evidence to the debate on the extend of the mediating effect of affective commitment.

Factors influencing job performance of nursing staff

2016 ◽  
Vol 45 (1) ◽  
pp. 161-182 ◽  
Author(s):  
Jyoti Sharma ◽  
Rajib Lochan Dhar
Keyword(s):  
Job Performance ◽  
Nursing Staff ◽  
Organizational Support ◽  
Affective Commitment ◽  
Mediating Effect ◽  
Working Environment ◽  
Equation Modeling ◽  
Public Healthcare ◽  
Content Type ◽  
Factors Affecting

Purpose – The purpose of this paper is to examine the factors that influence the affective commitment of nursing staff and its subsequent impact on their job performance. Design/methodology/approach – A survey-based study was performed among 349 nursing staff working in Uttarakhand, randomly selected from six public healthcare institutes, using a well-established questionnaire. Structural equation modeling was applied to study the mediating effect of affective commitment and its correlation with the constructs used in research. Findings – The findings of the study revealed that the level of burnout is significantly higher among the nursing staff and had an inverse relation with affective commitment. Further, perceived organizational support and procedural justice showed a positive relation with affective commitment in contrast to burnout. Moreover, affective commitment had a strong impact on job performance of the nursing staff, indicated by direct relation with a value of 0.70. Research limitations/implications – The findings contribute by recognizing the various factors affecting the performance of nursing staff specifically in developing country like India. Limited in geographical area, industry and a self-rated questionnaire are some of the limitations of the present study. Practical implications – To conclude, this study revealed the vital significance of factors affecting the job performance of nursing staff through affective commitment. Based on the findings, healthcare institutions need to reduce the level of burnout, create and enhance a supportive and fair working environment to enhance the level of affective commitment and consequently the job performance of the nursing staff. Originality/value – This study has extended the existing literature by identifying the mediating role of affective commitment on factors affecting job performance of nursing staff specifically in the Indian context.

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