The multi-level effects of developmental opportunities, pay equity, and paternalistic leadership on organizational commitment

2020 ◽  
Vol 44 (4/5) ◽  
pp. 405-424
Author(s):  
Dae Seok Chai ◽  
Shinhee Jeong ◽  
Baek-Kyoo Joo
Keyword(s):  
Organizational Commitment ◽  
Cultural Context ◽  
East Asian ◽  
Pay Equity ◽  
Affective Organizational Commitment ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Hr Practices ◽  
Developmental Opportunities ◽  
The Relationship

Purpose The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context. Design/methodology/approach Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams. Findings The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger. Research limitations/implications The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context. Originality/value This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.

Paternalistic leadership and innovation: the moderating effect of environmental dynamism

2019 ◽  
Vol 22 (3) ◽  
pp. 562-582 ◽  
Author(s):  
Bojun Hou ◽  
Jin Hong ◽  
Kejia Zhu ◽  
Yu Zhou
Keyword(s):  
Cultural Context ◽  
Organizational Innovation ◽  
Moderating Effect ◽  
Moral Leadership ◽  
Environmental Dynamism ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
The Relationship ◽  
Exploratory Innovation

Purpose The purpose of this paper is to focus on how the three elements of paternalistic leadership – authoritarianism, benevolence and moral leadership – affect organizational innovation – both explorative and exploitative innovation – in Chinese enterprises. It also examines the moderating effect of environmental dynamism on the relationship between paternalistic leadership and organizational innovation. Design/methodology/approach Data on 190 superior–subordinate dyads are collected using questionnaire surveys. The supervisors are recruited from the MBA program in a famous university in the city of Hefei, China, who are also asked to distribute subordinate questionnaires to their subordinates. The hierarchical regression analysis is conducted to test the hypotheses by using SPSS 22.0. Findings The analysis of 190 superior–subordinate dyads shows that benevolent and authoritarian leadership is positively related to exploratory innovation, while moral leadership has no significant impact on exploratory innovation. The results also reveal that all three elements of paternalistic leadership is, in general, positively correlated with exploitative innovation. Furthermore, environmental dynamism moderates the relationship between paternalistic leadership and innovation. In a dynamic environment, moral leadership has a stronger positive effect on innovation, but only on exploratory innovation; whereas authoritarian leadership exerts more detrimental effects on both exploratory and exploitative innovation. Originality/value The current work contributes to understanding the relationship between paternalistic leadership and innovation in the Chinese cultural context by examining the effects of the three elements of paternalistic leadership separately and by showing how these effects can be moderated by environmental dynamism.

Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification

2017 ◽  
Vol 13 (3) ◽  
pp. 585-600 ◽  
Author(s):  
Gregory W. Allen ◽  
Prince A. Attoh ◽  
Tao Gong
Keyword(s):  
Transformational Leadership ◽  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Organizational Identification ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship ◽  
Staff Level

Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

Moderating effect of subordinates’ overall justice in the relationship between supervisors’ overall justice and supervisors’ affective organizational commitment

2018 ◽  
Vol 37 (7) ◽  
pp. 526-536 ◽  
Author(s):  
Si Hyun Kim ◽  
Giacomo Laffranchini ◽  
Wonho Jeung
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Hierarchical Regression ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Overall Justice ◽  
Matched Data ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this relationship is moderated by subordinates’ overall justice.Design/methodology/approachThe authors conducted hierarchical regression analyses on a sample of supervisor–subordinate matched data.FindingsSupervisors’ overall justice was positively related to supervisors’ affective organizational commitment, and subordinates’ overall justice moderated these relationships.Research limitations/implicationsThe main limitation of the study was its cross-sectional nature.Practical implicationsResults emphasized the importance of the interaction between supervisors’ and subordinates’ perceived overall justice, which suggests that employers should focus on treating all individuals fairly in the workplace.Originality/valueThe study contributes to the organizational justice literature by providing empirical evidence using a supervisor–subordinate matched sample, suggesting that overall justice is important to understanding individuals’ affective organizational commitment. Using fairness heuristic theory, the study explores the interaction effect of subordinates’ overall justice on the relationship between supervisors’ overall justice and affective organizational commitment.

The relationship between perceived pay equity, productivity, and organizational commitment for US professionals of color

2017 ◽  
Vol 36 (1) ◽  
pp. 73-89 ◽  
Author(s):  
E. Holly Buttner ◽  
Kevin B. Lowe
Keyword(s):  
Organizational Commitment ◽  
Relative Deprivation ◽  
Hierarchical Regression ◽  
Pay Equity ◽  
Cross Sectional ◽  
Content Type ◽  
The Usa ◽  
Pay Differences ◽  
Theory Research ◽  
The Relationship

Purpose The purpose of this paper is to examine: the direct effect of perceived pay equity, the interaction of perceived pay equity and productivity, and the relative effects of perceived internal and external pay equity on organizational commitment (OC) among US scholars of color. Design/methodology/approach The study surveyed 160 professionals. Correlation and hierarchical regression were employed to test the hypotheses. Findings Perceived pay equity directly influenced OC and interacted with scholarly productivity to affect commitment. Highly productive participants who perceived pay equity reported the highest commitment. When pay was seen as inequitable, the most productive scholars reported the lowest commitment. Perceived internal pay equity had an effect, over and above perceived external pay equity on commitment. Research limitations/implications The study was conducted in one industry in the USA, so the results should be generalized cautiously. While, the data were single-source and cross-sectional, the findings were consistent with previous research. Practical implications Findings may be useful for minority scholars’ supervisors since they have knowledge of the productivity and salaries in the department and can provide a detailed explanation for pay differences to enhance pay equity perceptions, particularly for the most productive scholars. Originality/value This study adds to the equity and relative deprivation theory research investigating the effect of perceived pay equity on employee outcomes by examining perceived internal and external pay equity perceptions and productivity on OC. Results suggest that highly productive minority professionals in higher education are particularly sensitive to pay equity.

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.

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.

Narcissistic supervision and employees' change-oriented OCB

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wenting Wang ◽  
Lirong Jian ◽  
Qiuyun Guo ◽  
Haitao Zhang ◽  
Wenxing Liu
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Psychological Safety ◽  
Underlying Mechanism ◽  
Dark Side ◽  
Equation Modeling ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Negative Effect ◽  
The Relationship

PurposeThe purpose of this study is to build a link between narcissistic supervision and employees' change-oriented organizational citizenship behaviors (OCBs). On the basis of the social dynamics of state paranoia theory, the study examines the relationship between narcissistic supervision and employees' change-oriented OCBs, and explores how this relationship is mediated by psychological safety and affective organizational commitment.Design/methodology/approachUsing data collected from a sample of 183 employee–leader dyads from a technology company in China, the study examines the mediating effects of psychological safety and affective organizational commitment on the relationship between narcissistic supervision and employees' change-oriented OCBs. Structural equation modeling is used to analyze the data.FindingsThe results indicate that narcissistic supervision has a negative effect on psychological safety and affective organizational commitment; psychological safety mediates the relationship between narcissistic supervision and affective organizational commitment; and affective organizational commitment mediates the relationship between psychological safety and employees' change-oriented OCBs. The results also show that the negative effect of narcissistic supervision on employees' change-oriented OCBs is mediated by psychological safety and subsequently affective organizational commitment.Originality/valueThis study contributes to the literature by linking narcissistic supervision and employees' change-oriented OCBs and suggesting that psychological safety and affective organizational commitment are two critical mediators of this relationship. This study not only advances research on the “dark side” of narcissistic supervision, but also sheds light on the underlying mechanism of narcissistic supervision and employees' change-oriented OCBs from the psychological and emotional perspectives.

Does humane orientation matter? A cross-cultural study of job characteristics needs-supplies fit/misfit and affective organizational commitment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Si Hyun Kim ◽  
M. Fernanda Wagstaff ◽  
Giacomo Laffranchini
Keyword(s):  
Organizational Commitment ◽  
Three Dimensional ◽  
Job Characteristics ◽  
Affective Organizational Commitment ◽  
Social Survey ◽  
Content Type ◽  
Cross Cultural Study ◽  
Person Environment Fit ◽  
Characteristic Theory ◽  
The Relationship

PurposeDrawing from job characteristic theory and person-environment fit theory, the authors examine the relationship between job characteristics needs-supplies fit/misfit and affective organizational commitment across countries and how humane orientation moderates this relationship.Design/methodology/approachTo test the authors’ hypotheses, the authors conducted a number of multilevel polynomial regressions with three-dimensional surface analyses on a sample of 19,049 employees from 24 countries drawn from the International Social Survey Program (ISSP) 2005.FindingsResults indicate that job characteristics needs-supplies fit is positively related to affective organizational commitment, while job characteristics needs-supplies misfit is negatively related to affective organizational commitment. In addition, results reveal that humane orientation is relevant to increasing affective organizational commitment when external rewards job characteristics needs are higher than external rewards job characteristics supplies.Originality/valueThese results weaken the universality of job characteristics and call for a departure from a one-size-fits-all approach to human resources.

Inspiring workplace happiness: religiosity and organizational trust in the academic context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Mousa ◽  
Walid Chaouali
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Trust ◽  
Empirical Studies ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Academic Context ◽  
Workplace Happiness ◽  
The Relationship ◽  
Positive Effect

PurposeThis paper focuses on academics in public universities in Egypt. It explores the effect of perceptions of the rector's religiosity and trust on workplace happiness among academics.Design/methodology/approachA total of 600 academics are contacted. After two follow-ups, a total of 540 responses are collected, of which 525 are valid. This study uses SmartPLS 3 to test the hypotheses.FindingsThis paper finds that academics' perceptions of their rector's religiosity have a positive effect on engagement, job satisfaction and affective organizational commitment. Moreover, academics' perceptions of their rector's religiosity positively affect their perceptions of their rector's ability, benevolence and honesty. Furthermore, academics' trust in their rector has a positive effect on their engagement, job satisfaction and affective organizational commitment.Originality/valueThis paper contributes by filling a gap in management and organization literature, in which empirical studies of the relationship between religiosity, organizational trust and workplace happiness are limited or scarce.

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