Employee Resilience and OCB: Mediating Effects of Organizational Commitment

Executive Summary With increased popularity of positive psychology, there is a greater emphasis on exploring positive human resource strengths to address the workplace challenges and augment organizational performance. Previous research suggests that resilience positively relates to desired employee attitudes, behaviours, and performance such as organizational citizenship behaviour (OCB). However, it would be intriguing to understand the underlying mechanism of resilience-OCB relationship. Towards this, the study examines the mediating role of organizational commitment. In the light of identified research gaps, the study explores the mechanism of the relationship between resilience and OCB in the context of Indian organizations. The study sample comprised employees (N = 345) working in the manufacturing industries of Uttarakhand and Himachal Pradesh in India. Data were collected with the help of self-administered questionnaires through systematic random sampling. A model was developed and tested in which the effects of resilience on OCB were hypothesized to be mediated by organizational commitment. The hypotheses testing was done using hierarchical multiple regression and for testing the mediating effects, bootstrapping in SPSS was used. The results provide empirical evidence for the positive relationship between resilience and OCB. Also, the results emphasize that resilience influence organizational commitment as well. As hypothesized, results have also supported the mediating effect of organizational commitment in the relationship between resilience and OCB, explaining the underlying mechanism of resilience-OCB relationship. The mediation is partial which means that resilience influences OCB directly as well as indirectly through organizational commitment. The study offers significant advancements for both resilience and OCB research. The results also offer direction to organizations which desire to stimulate and maintain employee outcomes in their organizations for competitive advantage. Employee outcomes in organizations can be improved by developing resilience among its employees. Implications of promoting resilience at workplace are discussed.

Download Full-text

The Performance Implications of Job Insecurity: The Sequential Mediating Effect of Job Stress and Organizational Commitment, and the Buffering Role of Ethical Leadership

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph17217837 ◽

2020 ◽

Vol 17 (21) ◽

pp. 7837

Author(s):

Min-Jik Kim ◽

Byung-Jik Kim

Keyword(s):

Organizational Commitment ◽

Organizational Performance ◽

Job Stress ◽

Ethical Leadership ◽

Job Insecurity ◽

Mediating Effect ◽

Data Set ◽

And Performance ◽

The Relationship

Although previous works have examined how job insecurity affects the perceptions, attitudes, and behaviors of members in an organization, those studies have not paid enough attention to the relationship between job insecurity and performance or the mediating processes in that relationship. Considering that organizational performance is a fundamental target or purpose, investigating it is greatly needed. This research examines both mediating factors and a moderator in the link between job insecurity and organizational performance by building a moderated sequential mediation model. To be specific, we hypothesize that the degree of an employee’s job stress and organizational commitment sequentially mediate the relationship between job insecurity and performance. Furthermore, ethical leadership could moderate the association between job insecurity and job stress. Using a three-wave data set gathered from 301 currently working employees in South Korea, we reveal that not only do job stress and organizational commitment sequentially mediate the job insecurity–performance link, but also that ethical leadership plays a buffering role of in the job insecurity–job stress link. Our findings suggest that the degree of job stress and organizational commitment (as mediators), as well as ethical leadership (as a moderator), function as intermediating mechanisms in the job insecurity–performance link.

Download Full-text

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

Social Behavior and Personality An International Journal ◽

10.2224/sbp.9197 ◽

2020 ◽

Vol 48 (9) ◽

pp. 1-12

Author(s):

Karwan Hamasalih Qadir ◽

Mehmet Yeşiltaş

Keyword(s):

Organizational Commitment ◽

Organizational Performance ◽

Leadership Styles ◽

Chief Executive Officers ◽

Chief Executive ◽

Mediating Effect ◽

Positive Effects ◽

Iraqi Kurdistan ◽

And Performance ◽

Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

Download Full-text

MEDIATING EFFECTS OF EMPLOYEE COMMITMENT IN RELATIONSHIP BETWEEN TOXIC LEADERSHIP AND EMPLOYEES’ PERFORMANCE

Humanities & Social Sciences Reviews ◽

10.18510/hssr.2021.949 ◽

2021 ◽

Vol 9 (4) ◽

pp. 56-64

Author(s):

Muhammad Rahman Khan ◽

Hamid Khan ◽

Sajjad Ahmad Jan ◽

Aziz Javad ◽

Aman Ullah Khattak

Keyword(s):

Organizational Commitment ◽

Sample Size ◽

Banking Sector ◽

Employee Performance ◽

Employee Commitment ◽

Mediating Effect ◽

Mediating Effects ◽

Toxic Leadership ◽

The Relationship

Purpose of Study: The study aimed to examine the mediating effects of employee commitment in the relationship between toxic leadership and employee performance in the context of the banking sector, KP, Pakistan. The study is expected to provide significant information to existing knowledge databases about the toxic leaders, organizational commitment, and employees’ performance. Methodology of Study: The cross-sectional design was used to conduct the study by using a 5-point Likert scale through the questionnaire to collect primary data from the high-level managers of selected commercial banks located south region of KP, Pakistan. The sample of 234 employees of both public/private sector banks was taken randomly as the sample. To compute sample, Yamane (1967) formula for selecting sample from finite population: n=population (566), level of significance, e = 0.05 & n=sample size, sample size (n) = N/1+Ne2 = 566/1+566(0.05), 2 = 234. Main Findings: The results of the study revealed that the significant and positive association among the research variables, the significant impact of the predictors on the criterion variable, and the significant partial mediating role of the employee commitment in the relationship between the toxic leadership and employees’ performance. Applications of Study: The current study focuses on examining the role of toxic leadership on employee performance with mediating effect of employee commitment within the banking sector of KP, Pakistan. This study's significance lies in the banking sector, desiring to acquire sustainable competitive advantage through increased employee performance and employee commitment. Novelty/Originality of Study: The expectation that organizational commitment can improve the relationship between toxic leadership and employee performance is missed to a certain extent in the educational context that is expected to offer a new contribution to an existing database of research.

Download Full-text

PENGARUH BIG FIVE PERSONALITY TERHADAP KINERJA PEGAWAI MELALUI BUDAYA ORGANISASI

Jurnal Khazanah Intelektual ◽

10.37250/newkiki.v5i1.106 ◽

2021 ◽

Vol 5 (1) ◽

pp. 1066-1085

Author(s):

Shinta dewi Ambarwaty yusuf

Keyword(s):

Organizational Culture ◽

Organizational Performance ◽

Big Five ◽

Significant Influence ◽

Employee Performance ◽

Mediating Effect ◽

Big Five Personality ◽

And Performance ◽

Relationship Of ◽

The Relationship

So far, the culture of civil servants is still at issue especially supported by personalities that are in the public spotlight in providing services to the community. The purpose of this study was to determine the description of a person's personality through Big Culture, Organizational Culture Overview and Balitbangda Employee Performance in Jambi Province and determine the relationship of influence between big five personality and organizational culture on employee performance both simultaneously and partially and to test organizational culture as a moderating variable on the influence Big five personality on performance. This study uses survey research techniques, census sampling techniques that are all Balitbangda employees as samples and data analysis is done descriptively and perivikatip. Descriptively describe the variables studied from the variables without testing. Perivikatip examine the relationship of influence between the independent variable and the dependent variable. The results of data processing indicate that descriptively Big Five Personality, organizational culture and performance are in the quite good category. The perivikatip test shows that there is a significant significant influence on the Big Five Personality of organizational culture and has a positive relationship. Organizational culture has a positive and significant influence on organizational performance, Big Five Personality has a positive and significant influence on performance. There is a significant mediating effect of the interaction of the Big Five Personality and Organizational Culture on the influence of the Big Five Personality on the Performance of Balitbangda Jambi Province Employees

Download Full-text

Exploring the mediating effects between transformational leadership and organizational performance

Employee Relations ◽

10.1108/er-10-2016-0190 ◽

2018 ◽

Vol 40 (2) ◽

pp. 412-432 ◽

Cited By ~ 20

Author(s):

Lorena Para-González ◽

Daniel Jiménez-Jiménez ◽

Angel Rafael Martínez-Lorente

Keyword(s):

Transformational Leadership ◽

Organizational Performance ◽

Leadership Style ◽

Transformational Leaders ◽

Mediating Effects ◽

Content Type ◽

Industrial Companies ◽

Mediating Mechanisms ◽

And Performance ◽

The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Download Full-text

Examining the Relationship between HRM Practices and Organizational Commitment: An Empirical Study in Select Higher Educational Institutions

Asian Review of Social Sciences ◽

10.51983/arss-2018.7.1.1379 ◽

2018 ◽

Vol 7 (1) ◽

pp. 67-70

Author(s):

Umar Mufeed ◽

Saurav Kumar

Keyword(s):

Human Capital ◽

Organizational Commitment ◽

Empirical Study ◽

Organizational Performance ◽

Critical Role ◽

Educational Institutions ◽

Hrm Practices ◽

And Performance ◽

The Relationship ◽

Vital Factor

Human capital is recognized as a vital factor in contributing towards organizational performance and in this competitive and knowledge driven economy play a critical role for the success and survival of their institutions. Organizations irrespective of their nature and size have realized that capable and effective human resource acts as a strategic advantage over its competitors provided employees are committed towards their organizations. In this respect HRM practices have a significant role in enhancing employee commitment as it leads in improving their morale and performance. Keeping this in view, the present paper is aimed to examine the relationship between HRM practices and organizational commitment in sample select four educational institutions. It is also aimed to examine the effect of HRM Practices on organizational commitment. The findings of the study revealed that there exists a positive and favourable relationship between HRM practices and Organizational commitment. Moreover, the study found that HRM practices significantly influences Organizational commitment among employees. The study suggests that HR practitioners need to relook at HRM practices for increasing employees’ commitment in sample select institutions.

Download Full-text

Effect of Competitive Advantage on the Relationship between Strategic Leadership and Performance of International Non-Governmental Organizations in Kenya

Journal of Human Resource &Leadership ◽

10.53819/81018102t2015 ◽

2021 ◽

Vol 5 (3) ◽

pp. 74-85

Author(s):

Joan Anyango Oracha ◽

◽

Martin Ogutu ◽

Peter K’Obonyo ◽

Medina Twalib ◽

...

Keyword(s):

Developing Countries ◽

Competitive Advantage ◽

Organizational Performance ◽

Mediating Effect ◽

Strategic Leadership ◽

Upper Echelons Theory ◽

Governmental Organizations ◽

Non Governmental Organizations ◽

And Performance ◽

The Relationship

In developing countries, International Non-Governmental Organizations (INGOs) have taken active and complementary roles in sustainable human development. Despite the role of INGOs in development, the issues of sustainability, availability of funds, and supportive leadership have remained a major challenge in developing countries. The concept of competitive advantage has been recognized as a central building block in strategic management and an important precedent to organizational performance. Competitive advantage is a deliberate effort by the organization to align its internal conditions and capabilities with changes in the external environment. This study sought to establish the mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya The study was anchored on strategic leadership theory, upper echelons theory and resource-based view theories. For methodology, descriptive cross-sectional survey design covering 277 respondents was adopted. Semi structured questionnaires were used to collect data. The study findings indicated that data collection tool/questionnaire was reliable as Cronbach alpha was greater than 0.7 for all variables. The results indicated a significant mediating effect of competitive advantage on the relationship between strategic leadership and performance of international non-governmental organizations in Kenya. This means that the influence of strategic leadership on performance is indirect through competitive advantage. The study concluded that both competitive advantage and strategic leadership concurrently influence organizational performance positively. It is recommended that international non-governmental organization must be able to identify their competitive advantage. Keywords: Strategic Leadership, Competitive Advantage, Performance, International Non-Governmental Organizations & Kenya.

Download Full-text

Corporate foresight organizational learning and performance: The moderating role of digital transformation and mediating role of innovativeness in SMEs

International Journal of Data and Network Science ◽

10.5267/j.ijdns.2021.7.011 ◽

2021 ◽

Vol 5 (4) ◽

pp. 703-712 ◽

Cited By ~ 1

Author(s):

Hasan AlMujaini ◽

Mohd Faiz Hilmi ◽

Anas Abudaqa ◽

Rashed Alzahmi

Keyword(s):

Organizational Learning ◽

Organizational Performance ◽

United Arab Emirates ◽

Positive Impact ◽

Digital Transformation ◽

Mediating Effect ◽

Corporate Foresight ◽

And Performance ◽

The Relationship

Corporate foresight is a capability that includes any structural or cultural element that enables the company to detect discontinuous change early. The purpose of the present study is to examine the direct impact of corporate foresight, and organizational learning on the performance dynamic of SMEs working in the United Arab Emirates (UAE). In addition, the study tries to analyze the moderating as well as mediating effect of digital transformation and innovativeness on the relationship between exogenous and endogenous constructs. A sample of 576 questionnaires were distributed among the owners/managers of different SMEs working in the region of UAE. However, a final sample of 354 respondents was empirically tested. The data was analyzed through a two-step approach where structural equation modelling (SEM) under SmartPLS was found to be very helpful to examine the direct and indirect relationship between the study variables. The study findings show that there is an insignificant but positive impact of corporate foresight on organizational performance whereas significant impact of organizational learning on organizational performance. Furthermore, the study found evidence for the moderating effect of digital transformation between organizational learning and innovation. Additionally, it is observed that innovativeness mediates the relationship between corporate foresight and performance dynamics. The study findings suggest that for exploring the relationship between corporate foresight, digital transformation, and organization the role of innovation and digital transformation is quite significant. The study findings suggest that both owners and managers at SMEs of UAE should attach more importance to innovative capabilities and digital transformation for achieving higher levels of organizational performance. Policy makers should reasonably consider the direct and indirect effect of study variables while considering high performance at the workplace.

Download Full-text