scholarly journals Fringe benefits and organisational commitment: the case of Langkawi hotels

2015 ◽  
Vol 70 (1) ◽  
pp. 13-23 ◽  
Author(s):  
Rozila Ahmad ◽  
Noel Scott
Keyword(s):  
Affective Commitment ◽  
Well Being ◽  
Fringe Benefits ◽  
Organisational Commitment ◽  
Content Type ◽  
Significant Relationships ◽  
Hotel Performance ◽  
Managerial Employees ◽  
The Relationship ◽  
Positive Effect

Purpose – This paper aims to examine the relationship between fringe benefits (FB) provided to hotel managerial employees as part of their compensation and managers’ organisational commitment (OC). Design/methodology/approach – This empirical study collected quantitative data from 104 managers from three-, four- and five-star hotels in Langkawi Island, Malaysia. Data collected included types of FBs received and three components of OC – affective commitment (AC), normative commitment (NC) and continuous commitment (CC). Findings – Significant relationships were found between types of FBs and component of OC. Relocation allowances, sports and social facilities, birthday celebrations and free laundry services have a greater correlation with AC compared to other types of FB. Most types of FBs have stronger correlation with AC compared to NC and CC. Research limitations/implications – The findings of this study are limited to hotels in Langkawi Island, Malaysia and to three-, four- and five-star hotels. Practical implications – Practitioners can use the information provided in this study to develop effective and competitive FB packages. Social implications – It is of utmost importance to ensure the well-being of all employees (managers and non-managers) in the provision of FB packages. Originality/value – Managers’ FBs are an important component of their salary, but there have been few studies of the effectiveness of FBs on hotel performance. This paper provides empirical evidence for the positive effect of FB on OC.

The relationship between training and organizational commitment among academicians in Malaysia

2015 ◽  
Vol 34 (10) ◽  
pp. 1227-1245 ◽  
Author(s):  
Nouruddeen Bashir ◽  
Choi Sang Long
Keyword(s):  
Affective Commitment ◽  
Academic Staff ◽  
Supervisor Support ◽  
Target Population ◽  
Normative Commitment ◽  
Organisational Commitment ◽  
Content Type ◽  
Worker Support ◽  
The University ◽  
The Relationship

Purpose – The purpose of this paper is to address the question “what is the relationship between employees’ perception on training and employees’ organisational commitment?” using the widely accepted theories of three-component model of organisational commitment and training-related variables. Design/methodology/approach – This study utilises the survey methodology approach. The study design is an associational descriptive research designed to identify the relationship between employees’ training measured by five training variables (perceived availability of training, motivation to learn in training, perceived co-worker support for training, perceived supervisor support for training and perceived benefits of training) and employees’ organisational commitment measured by three organisational commitment components (affective commitment, continuance commitment and normative commitment). The target population of this study consisted of academic staffs of one of the faculty in a public university in Malaysia. The name of the University is not disclosed due to the request from the management of the University. Comprehensive sampling approach was used in this survey, whereby the survey was distributed to all the target population. This approach was chosen to ensure higher response rate from the respondents. The target population is academic staff and 60 responses were analysed. Findings – Findings from the study revealed a significant and positive relationship between the training-related variables (availability of training, motivation to learn, co-worker support for training, supervisor support for training and benefits of training) the affective and normative commitment components of the organisational commitment; while a non-significant relationship with continuance commitment. Additionally, the results of the study revealed that the best predictor of affective commitment is co-worker support for training followed by availability of training. For normative commitment, the best predictor was availability of training. Research limitations/implications – Although this study was conducted in the education industry, the results of this study were consistent with previous studies conducted in western countries and the few studies conducted in some Asian countries such as Qatar, China, Australia and Malaysia that are non-education industries. However, the study was conducted in a single university in Malaysia and therefore results of the study may not be generalisable to all higher institutions nor the universities excluded in the sample. The study was limited to academic staffs, and does not involve other employees such as non-academic staff. Therefore the result may not be generalisable to those excluded staff as training policies, skills and knowledge requirement among various staff categories differ. Practical implications – This study has indicated that co-worker support for training and supervisor support of training enhance emotional attachment/sense of belonging (i.e. affective commitment) and loyalty (i.e. normative commitments) among academic staff. Thus in this view the university authority could create an environment where there is a strong encouragement by colleagues and supervisors towards participating in training activities. Supervisors in the context of this study refer to HoDs, Deans, head of research groups, etc. This research has also revealed that availability (or access) to training has a strong relationship with both affective and normative commitments; with availability of training a strong predictor of the former type of commitment. Therefore the university through supervisors can play a role in publicising the availability of training to the academic staff. The university can also design more in-house training and development programmes/activities as well as encourage and financially support external training programmes that will enhance the academic staff teaching and research skills. Such move by the university could be perceived by the academic staff as support and care which ultimately leads to better organisational performance. Originality/value – This is a pioneering study on perception on training towards organisational commitment among academic staff in a public university in Malaysia. The result of this study will spur public universities in Malaysia to find ways to improve their training plan and design to achieve maximum satisfaction among the academician.

Linking innovative human resource practices, employee attitudes and intention to leave in healthcare services

2017 ◽  
Vol 39 (1) ◽  
pp. 34-53 ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Dimitrios M. Mihail
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Affective Commitment ◽  
Intention To Leave ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Positive Effects ◽  
Positive Effect

Purpose Following an “employee-centric” approach, the purpose of this paper is to examine the effects of high-performance work systems (HPWS) on employees’ work engagement and job satisfaction, and the mediating effect of these variables on employees’ affective commitment and intention of leaving their hospital. Design/methodology/approach Structural equation modeling was used on a sample of 296 clinicians (doctors and nurses) across seven Greek regional hospitals. Findings The findings indicate a strong positive effect of HPWS on employees’ job satisfaction, affective commitment, and work engagement and a negative effect on their intention to leave. In addition, employees’ engagement and job satisfaction positively mediate the HPWS effects on employees’ affective commitment and negatively on their intention to leave. Practical implications The findings not only validate previous studies’ conclusions, but also provide evidence for the potential fruitfulness of the HPWS approach in improving employees’ outcomes and well-being in turbulent times. Originality/value Although the argument that HPWS has a positive effect on organizational performance and productivity is well established, there are considerably fewer studies that examine the positive effects of HPWS specifically on employees’ job attitudes and outcomes, and the processes through which HPWS influences health-related outcomes. Finally, this study confirms the argument that HPWS can be a fruitful approach even in a country severely affected by Europe’s debt crisis over the last five years.

The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines

2017 ◽  
Vol 11 (2) ◽  
pp. 227-242 ◽  
Author(s):  
Thanawut Limpanitgul ◽  
Pattana Boonchoo ◽  
Somboon Kulviseachana ◽  
Supawadee Photiyarach
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Cross Sectional Study ◽  
Organisational Culture ◽  
Three Dimensions ◽  
Organisational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.

The structural relationship between TQM, employee satisfaction and hotel performance

2017 ◽  
Vol 29 (4) ◽  
pp. 1256-1278 ◽  
Author(s):  
Muslim Amin ◽  
Abdullah Mohamed Aldakhil ◽  
Chengzhong Wu ◽  
Sajad Rezaei ◽  
Cihan Cobanoglu
Keyword(s):  
Employee Satisfaction ◽  
Sampling Technique ◽  
Hospitality Management ◽  
Substantial Contribution ◽  
Total Quality ◽  
Content Type ◽  
Significant Relationships ◽  
Hotel Performance ◽  
Structural Relationships ◽  
The Relationship

Purpose The purpose of this paper is to investigate the structural relationships between total quality management (TQM) and employee satisfaction and hotel performance. Design/methodology/approach A judgmental sampling technique was employed in this study. A total of 25 (four- and five-star) hotels were selected in four cities in Malaysia. A total of 625 questionnaires were distributed randomly to both employees and managers. Findings The results of this study showed that seven TQM constructs have significant relationships with employee satisfaction and hotel performance. Leadership and customer focus play significant roles in enhancing employee satisfaction and hotel performance. Practical implications Employees who are highly satisfied with their jobs will be willing to support their coworkers. They will be loyal to their jobs and enhance hotel performance. Hoteliers must provide a friendly working atmosphere, as well as a blueprint and strategic map, to increase employee satisfaction and improve hotel performance. Originality/value This research study provides a substantial contribution to the hospitality management literature by explaining how TQM practices can be used as a predictor of employee satisfaction and consequently improve hotel performance. A better understanding of these relationships will help hoteliers in developing their marketing strategies to maintain the relationship with hotel customers.

scholarly journals Impact of psychological capital (PsyCap) on affective commitment: mediating role of affective well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Manish Gupta ◽  
Daniel Gomes ◽  
Nelia Alexandre
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Psychological Capital ◽  
Emotional Health ◽  
Well Being ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this study is to examine the mediating role of affective well-being (AWB) in the relationship between psychological capital (PsyCap) and affective commitment. Design/methodology/approach The sample included 226 employees from diverse Portuguese organizations. Based on a survey, respondents reported their perceptions of own PsyCap, AWB and affective commitment to their organization. Findings Results from structural equation modeling suggested presence of mediation by AWB in the relationship between PsyCap and affective commitment. Practical implications Managers are encouraged to gain from this finding by emphasizing more on the emotional health of individuals to increase their attachment with the company. Originality/value Though there are several studies indicating the positive consequences of PsyCap on employees, studies on how PsyCap affects affective commitment through AWB is scarce. These results advance the broaden-and-build theory by suggesting that the relationship between PsyCap and affective commitment is much more complex.

scholarly journals How do human resource management practices affect employee well-being? A mediated moderation model

2020 ◽  
Vol 42 (4) ◽  
pp. 903-919 ◽  
Author(s):  
Xinggui Zhang ◽  
Zhibin Lin ◽  
Yizhu Liu ◽  
Xiao Chen ◽  
David Ming Liu
Keyword(s):  
Human Resource Management ◽  
Organizational Justice ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
Significant Positive Effect ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship ◽  
Positive Effect

PurposeThe study examines how human resource management practices (HRMPs) – including ability practice, motivation practice and opportunity practice – affect employee well-being (EWB) – including life well-being, job well-being and psychological well-being – in the Chinese cultural context.Design/methodology/approachA sample of 529 employees from various industries in China participated in the survey for this study. Data were analyzed using structural equation modeling.FindingsThe findings indicate that HRMPs have a significant positive effect on EWB. Specifically, practices based on ability, motivation and opportunity have a significant positive effect on job well-being, life well-being and psychological well-being, respectively. Integrity leadership moderates the impact of HRMPs on EWB. Organizational justice has a partial mediating effect on the relationship between HRMPs and EWB. Integrity leadership moderates the mediation effect of organizational justice in the relationship between HRMPs and EWB.Practical implicationsHuman resource policies and practices need to create a fair organizational atmosphere, and managers implementing them must have integrity leadership. When selecting and promoting managers, organizations should pay attention to not only a candidate's ability but also his or her integrity.Originality/valueThis study uncovers how the important roles of organizational justice and integrity leadership act on the relationship between HRMPs and EWB, thus advancing our understanding of how HRMPs can effectively increase EWB.

Job characteristics and millennial employees’ creative performance: a dual-process model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Min Zhang ◽  
Yixuan Zhao
Keyword(s):  
Well Being ◽  
Job Characteristics ◽  
Self Determination Theory ◽  
Job Design ◽  
Creative Performance ◽  
Short Term ◽  
Inclusive Leadership ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

Purpose Based on previous research on millennial employee management in China, this study aims to extend the understanding of the underlining mechanisms and boundary conditions between job characteristics and millennial employee creative performance. Drawing on the self-determination theory and the theory of situation interaction, this study proposes hedonic and eudaimonic well-being as dual mediators, to explain the positive effect of job characteristics on millennial employees’ creative performance. Further, the study proposes that inclusive leadership and achieving styles could separately moderate these two mediation paths. Design/methodology/approach The data comprises information on 288 millennial employees in China. Findings The results show that both hedonic and eudaimonic well-being mediate the positive effect of job characteristics on millennial employees’ creative performance. The positive effect of job characteristics on millennial employees’ hedonic well-being is stronger when inclusive leadership is stronger; and the positive effect of millennial employees’ hedonic well-being on creative performance is stronger when direct achieving style and instrumental achieving style are stronger. There was no significant moderating effect of inclusive leadership on the relationship between job characteristics and millennial employees’ eudaimonic well-being, and no significant moderating effect of achieving style on the relationship between millennial employees’ eudaimonic well-being and creative performance. Job characteristics exerted a positive indirect effect on employees’ creative performance through employees’ hedonic well-being and that this cascading effect was moderated by inclusive leadership, direct achieving style and instrumental achieving style. Practical implications The findings have important implications for both job design practices and employee performance research. Organizations should pay more attention to improving the creative performance of millennials employees through innovative job design or other organizational level motivational drivers. At the same time, the findings in this study align with the findings in Sheldon et al. (2018) study where extrinsic values rather than toward intrinsic values will bring improved hedonic well-being to the individual in the short term. One further practical implication is that if organizations need a short-term boost of creative performance from their millennial employees, organizations can provide more extrinsic motivators. When organizations want to see more long-term creative performance results, intrinsic motivators should be established. Originality/value As part of a series of research on Chinese millennial employee management, this paper extends existing research results. First, the authors verify the main effect relationship between job characteristics and employee creative performance. Second, based on the self-determination theory, this study constructs a dual mediation model and tests the mediating effect of hedonic and eudaimonic well-being between job characteristics and employee creative performance. Third, considering the situational characteristics of the study, the authors propose the boundary conditions of the relationship between job characteristics and creative performance from two levels of individual characteristics and leadership types, namely, inclusive leadership and achieving style.

How achievement goals affect students' well-being and the relationship model between achievement goals, academic self-efficacy and affect at school

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dorothea Wahyu Ariani
Keyword(s):  
Self Efficacy ◽  
Achievement Goals ◽  
Well Being ◽  
Equation Modeling ◽  
Content Type ◽  
Approach Goals ◽  
Avoidance Goals ◽  
The Relationship ◽  
Academic Self Efficacy ◽  
Positive Effect

PurposeThis study aims to examine how students with different goals differ in their subjective well-being, including academic self-efficacy (ASE) and affect at school (AAS). There are four goal orientations that motivate students to achieve academic performance. Therefore, this study examined the relationship between the four dimensions of achievement goals (AGs), ASE and AAS. It also examined five relationship models between these variables.Design/methodology/approachThis study was conducted using a survey method with a questionnaire on 516 students at several private universities in Yogyakarta who have been studying for at least two years. After testing the validity and reliability of the measurements, correlation testing was conducted to determine the relationship between the two variables. Furthermore, testing of the five relationship models was conducted using structural equation modeling (SEM) with a two-step approach.FindingsThe findings showed that each goal was directly related to students' well-being with a diverse relationship nature. Furthermore, mastery-approach goals (MApGs) were the types that most consistently have a positive effect on students' well-being. Also, performance-avoidance goals (PAvGs) consistently and negatively affected students' well-being, while performance-approach goals (PApGs) produced various influences and relationships. In addition, mastery-avoidance goals (MAvGs) are among the four AGs that still need to be studied, especially in educational settings. This is because they had no effect on ASE either directly or indirectly.Research limitations/implicationsThe limitation of this study was using cross-sectional data and self-report in data collection. Furthermore, the respondents were limited to private university students, and they were few in number.Practical implicationsMApGs had a positive effect on ASE and AAS, while PAvGs can reduce ASE and cause negative effects. Therefore, higher institutions in Indonesia need to provide a curriculum that can increase students' curiosity, creativity and involvement in the learning process. This will make them confident in their abilities and have a positive attitude in school and the society. Also, this study showed that a PApG is not a negative goal because it can increase students' confidence in their abilities. This competency feeling needs to be fostered because it encourages them to increase knowledge and learning content, as well as increase their positive effects.Originality/valueThis paper addressed the need to understand how to generate and increase students’ motivation.

Linking transformational leadership to turnover intention in the public sector

2017 ◽  
Vol 8 (3) ◽  
pp. 314-337 ◽  
Author(s):  
Michael Asiedu Gyensare ◽  
Lucky Enyonam Kumedzro ◽  
Aminu Sanda ◽  
Nathaniel Boso
Keyword(s):  
Transformational Leadership ◽  
Work Environment ◽  
Employee Engagement ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Voluntary Turnover ◽  
Psychological Climate ◽  
Organisational Commitment ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary turnover intention. The study also investigates the moderating role of psychological climate in the relationship between affective organisational commitment and voluntary turnover intention. Design/methodology/approach This study employed a cross-sectional design as its framework. In addition, hierarchical linear modelling with bootstrapping analysis was conducted using data from a sample of 336 employees in a large public sector organisation in Ghana. Findings The results showed that transformational leadership positively influenced engagement, which was then negatively related to employee turnover intention. Furthermore, employee engagement was found to mediate the link between transformational leadership and affective organisational commitment, whereas both employee engagement and affective organisational commitment were found to mediate the link between transformational leadership and voluntary turnover intention. Finally, psychological climate was found to moderate the link between affective commitment and voluntary turnover intention. Research limitations/implications Despite the practical significance of this study in lessening the turnover decision of employees, the study has some limitations. Most significantly, the sample size of this cross-sectional study was small and limited to employees from only one large public sector organisation in Ghana. Findings of this study could be generalised by using large samples from other sectors and geographical areas. Furthermore, future studies should consider positive outcomes such as OCB and innovative work behaviour to help extend our conceptual framework. Originality/value Overall, findings of this study provide tentative support to the proposition that employee engagement and affective commitment help to minimise the decision of employees to leave the organisation regardless of how they perceive the leadership style of their immediate supervisors. Most importantly, psychological climate which is referred to as individual employee perceptions of their work environment had a strong contingent effect on the negative relationship between affective commitment and turnover intention such that employees’ positive perception of the work environment weakens the link between commitment and turnover, whereas a negative perception of the working environment strengthens the relationship between commitment and turnover. As a result, employees’ positive perception of their work environment decreased their turnover intention decisions.

A model of idiosyncratic deal-making and attitudinal outcomes

2016 ◽  
Vol 31 (3) ◽  
pp. 642-656 ◽  
Author(s):  
Violet T. Ho ◽  
Amanuel G. Tekleab
Keyword(s):  
Turnover Intention ◽  
Affective Commitment ◽  
Strong Relationship ◽  
Public University ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship ◽  
Industry Experience ◽  
Deal Making ◽  
Practical Implications

Purpose – The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined. Design/methodology/approach – Data were collected from 244 alumni of a Midwestern public university. Findings – The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention. Research limitations/implications – The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful. Practical implications – For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes. Originality/value – Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.

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