Employee isolation and telecommuter organizational commitment

2020 ◽  
Vol 42 (3) ◽  
pp. 609-625 ◽  
Author(s):  
Wendy Wang ◽  
Leslie Albert ◽  
Qin Sun
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Online Survey ◽  
Need To Belong ◽  
Remote Work ◽  
Continuance Commitment ◽  
Physical Separation ◽  
Content Type ◽  
Physical Isolation ◽  
Meaningful Connections

PurposeIn light of the increasing popularity of telecommuting, this study investigates how telecommuters' organizational commitment may be linked to psychological and physical isolation. Psychological isolation refers to feelings of emotional unfulfillment when one lacks meaningful connections, support, and interactions with others, while physical isolation refers to physical separation from others.Design/methodology/approachAn online survey was used to collect data from 446 employees who telecommute one or more days per week.FindingsThe results of this study indicate that telecommuters' affective commitment is negatively associated with psychological isolation, whereas their continuance commitment is positively correlated with both psychological and physical isolation. These findings imply that telecommuters may remain with their employers due to perceived benefits, a desire to conserve resources such as time and emotional energy, or weakened marketability, rather than emotional connections to their colleagues or organizations.Practical implicationsOrganizations wishing to retain and maximize the contributions of telecommuters should pursue measures that address collocated employees' negative assumptions toward telecommuters, preserve the benefits of remote work, and cultivate telecommuters' emotional connections (affective commitment) and felt obligation (normative commitment) to their organizations.Originality/valueThrough the creative integration of the need-to-belong and relational cohesion theories, this study contributes to the telecommuting and organizational commitment literature by investigating the dynamics between both psychological and physical isolation and telecommuters' 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.

The role of abusive supervision and organizational commitment on employees' information security policy noncompliance intention

2020 ◽  
Vol 30 (5) ◽  
pp. 1383-1405
Author(s):  
Bowen Guan ◽  
Carol Hsu
Keyword(s):  
Organizational Commitment ◽  
Security Policy ◽  
Affective Commitment ◽  
Abusive Supervision ◽  
Three Dimensions ◽  
Continuance Commitment ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to investigate the association between abusive supervision and employees' information security policy (ISP) noncompliance intention, building on affective commitment, normative commitment and continuance commitment. The study also examines the moderating effect of perceived certainty and severity of sanctions on the relationship between the three dimensions of organizational commitment and ISP noncompliance intention.Design/methodology/approachSurvey methodology was used for data collection through a well-designed online questionnaire. Data was analyzed using the structural equation model with Amos v. 22.0 software.FindingsThis study demonstrates that abusive supervision has a significant, negative impact on affective, normative and continuance commitment, and the three dimensions of organizational commitment are negatively associated with employees' ISP noncompliance intention. Results also indicate that the moderating effect of perceived severity of sanctions is significant, and perceived certainty of sanctions plays a positive moderating role in the relationship between affective commitment and employees' ISP noncompliance intention.Practical implicationsFindings of this research are beneficial for organizational management in the relationships between supervisors and employees. These results provide significant evidence that avoiding abusive supervision is important in controlling employees' ISP noncompliance behavior.Originality/valueThis research fills an important gap in examining employees' ISP noncompliance intentions from the perspective of abusive supervision and the impact of affective, normative and continuance commitment on ISP noncompliance. The study is also of great value for information systems research to examine the moderating role of perceived certainty and severity of sanctions.

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.

Intrapreneurial behaviour: the role of organizational commitment

2017 ◽  
Vol 13 (3) ◽  
pp. 243-256 ◽  
Author(s):  
Muhammad Farrukh ◽  
Wei Ying Chong ◽  
Shaheen Mansori ◽  
Sara Ravan Ramzani
Keyword(s):  
Organizational Commitment ◽  
Empirical Study ◽  
Structural Equation ◽  
Affective Commitment ◽  
Capital City ◽  
Continuance Commitment ◽  
Content Type ◽  
The Public ◽  
The Impact

Purpose The purpose of this paper is to shed light on the impact of organizational commitment (OC) on the intrapreneurial behaviour of the employees in higher educational institutes (HEIs) of Pakistan. Design/methodology/approach This paper opted the empirical study using the survey approach. Structural equation modelling was used to analyse the questionnaires completed the Deans/Head of Schools, professors and associate professors of the 20 public HEIs of Pakistan located in the capital city, Islamabad. In total, 500 structured questionnaires were sent to the Deans/Head of Schools, professors and associate professors. A total of 306 responses were received. Findings Affective commitment (AC) and normative commitment (NC) has a positive and significant impact on the intrapreneurial behaviour while continuance commitment (CC) is negatively associated with the same behaviour. Originality/value This empirical study will contribute to the theoretical knowledge on intrapreneurship and OC in the public sector HEIs, which has been neglected in entrepreneurship research.

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.

Linking protean and boundaryless career with organizational commitment

2018 ◽  
Vol 13 (4) ◽  
pp. 471-487 ◽  
Author(s):  
Raimonda Alonderienė ◽  
Indrė Šimkevičiūtė
Keyword(s):  
Young Adults ◽  
Organizational Commitment ◽  
Quantitative Research ◽  
Affective Commitment ◽  
Career Management ◽  
Continuance Commitment ◽  
Content Type ◽  
Career Attitudes ◽  
Boundaryless Career ◽  
Organizational Mobility

Purpose Due to the changes in the market, the shift to proactive and self-developed career management is evident. It results in the emergence of contemporary career attitudes, namely, protean and boundaryless ones. Individuals with protean career (PC) and boundaryless career (BC) attitudes may be more inclined to switch jobs, which affect decreased organizational commitment. The purpose of this paper is to analyze whether PC and BC attitudes affect organizational commitment of young adults in finance sector. Design/methodology/approach The data of 177 young Lithuanian adults from finance sector were collected in quantitative research. Findings The research results indicate that young adults in finance sector have contemporary career attitudes significantly expressed. The regression analysis findings show that affective commitment is positively predicted by self-directed career management and boundaryless mindset, and negatively predicted by values-driven career orientation and organizational mobility preference. Continuance commitment is negatively predicted by self-directed career management and organizational mobility preference. Originality/value This research is valuable as few if any studies cover contemporary career attitudes and organizational commitment of already working young adults in finance sector in a European country, namely, Lithuania.

scholarly journals Antecedents of organizational commitment among faculty: an exploratory study

2017 ◽  
Author(s):  
Andrey Lovakov
Keyword(s):  
Higher Education ◽  
Regression Analysis ◽  
Organizational Commitment ◽  
Exploratory Study ◽  
Affective Commitment ◽  
Online Survey ◽  
Education Institution ◽  
Continuance Commitment ◽  
Russian Higher Education ◽  
The University

Faculty are the main asset of a university and determine its success. The attitudes of faculty toward their institution play an especially important role in the academic profession. This study examines the specific antecedents of affective, normative and continuance commitment of faculty to their university. This study is an online survey of 317 faculty of Russian higher education institutions. The results of the regression analysis showed that being an undergraduate inbred (ie, working at the university from which one graduated) predicted affective and normative commitment toward the university, while having a post at another higher education institution predicted only affective commitment. Also, faculty who work at several universities have lower levels of emotional attachment to the primary university.

Employee development’s role in organizational commitment: a preliminary investigation comparing generation X and millennial employees

2019 ◽  
Vol 51 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Sharon Glazer ◽  
Adam C. Mahoney ◽  
Yari Randall
Keyword(s):  
Professional Development ◽  
Organizational Commitment ◽  
Generation X ◽  
Affective Commitment ◽  
Preliminary Investigation ◽  
Continuance Commitment ◽  
Content Type ◽  
Research Findings ◽  
Potential Factors ◽  
Survey Responses

Purpose Seasoned workers often complain that their Millennial colleagues lack organizational commitment (OC). Research findings, however, are mixed. Furthermore, research suggests that employee professional development increases job satisfaction and reduces turnover. Still, few studies have examined if professional development increases commitment, particularly among Millennials. This paper aims to discuss these issues. Design/methodology/approach This study compared survey responses, gathered through social media, of Generation X (GenX) and Millennial employees on the relationship between employee development (ED) and OC. Findings Millennials (vs GenXers) reported significantly lower levels of continuance commitment, but no differences on normative and affective commitment. GenXers reported more affective and normative commitment than Millennials when having ED opportunities. Practical implications ED opportunities may not be similarly impactful on OC across generational cohorts. It might stimulate commitment amongst GenXers, but not Millennials. Social implications Findings also suggest that ED programs may be a normalized fixture in organizations today and that Millennials may take ED opportunities for granted. Originality/value This study is the first to identify potential factors influencing differences between GenXers and Millennials on OC. More research is needed to identify approaches to increasing Millenials’ commitment if managers want to keep their best employees or to ensure training and development is impactful.

You can't make me! The role of self-leadership in enhancing organizational commitment and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kevin G. Knotts ◽  
Jeffery D. Houghton
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Affective Commitment ◽  
Organizational Outcomes ◽  
Continuance Commitment ◽  
Content Type ◽  
Mediating Mechanisms ◽  
Recruitment And Selection ◽  
Employee Work Engagement

PurposeThe purpose of this paper is to explore the role of self-leadership in enhancing work engagement through the mediating mechanisms of affective, normative and continuance organizational commitment.Design/methodology/approachData collected from 258 transportation workers were examined in a parallel mediation model in PROCESS.FindingsThe results of these analyses suggest that the positive relationship between self-leadership and work engagement is partially mediated by affective commitment and normative commitment, but not by continuance commitment.Research limitations/implicationsThe findings imply that organizational decision makers should implement practices designed to increase self-leadership in the workplace and enhance employee work engagement. These practices include empowering leadership, recruitment and selection of self-leading employees, and self-leadership training interventions. The study was subject to limitations common to attitudinal survey research.Originality/valueThis study responds calls to explore the mediating mechanisms through which self-leadership affects organizational outcomes and helps explain why self-leadership affects employee work engagement.

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.

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