scholarly journals Lack of Commitment? Work Orientations of Finnish Employees in a European Comparison

2014 ◽  
Vol 4 (2) ◽  
pp. 65
Author(s):  
Teemu Turunen
Keyword(s):  
Organizational Commitment ◽  
Social Relations ◽  
Affective Organizational Commitment ◽  
Social Survey ◽  
Employment Relationships ◽  
European Comparison ◽  
Lack Of Commitment ◽  
General Linear Model Procedure ◽  
International Social ◽  
Employment Commitment

It has been argued that individuals’ employment commitment, that is, their commitment to work in general is crucial in today’s labor markets where life-long employment relationships are less frequently offered by organizations. In addition, employees’ organizational commitment, that is, their commitment to their own organization is also vital for organizations and firms, affecting many areas of importance to them. This article asks how Finnish employees rank in both employment commitment and affective organizational commitment compared with employees in 15 other European countries. The data were collected in 2005–2007 through the International Social Survey Program (ISSP), Work Orientation Module III. The results show Finnish employees scoring below European averages in both types of commitment when employee-level and organizationlevel factors are taken into account. Employment commitment was highest in Norway and affective organizational commitment highest in Portugal. The perceived intrinsic rewards of the job were the strongest predictor of employment and affective organizational commitment in most of the countries researched, increasing both these types of commitment. However, the perceived social relations between management and employees were found to be the most powerful determinant of affective organizational commitment in Finland, with perceived good relations adding to the affective organizational commitment of employees. The data were analyzed mainly by means of a general linear model procedure.

scholarly journals Classed attitudes and social reform in cross-national perspective: a quantitative analysis using four waves from the International Social Survey Programme (ISSP)

2016 ◽  
Vol 53 (1) ◽  
pp. 162-181 ◽  
Author(s):  
Christopher Deeming
Keyword(s):  
Social Relations ◽  
Social Protection ◽  
Social Survey ◽  
Social Reforms ◽  
Working Age ◽  
Multivariable Regression ◽  
Welfare Attitudes ◽  
National Coalition ◽  
National Perspective ◽  
International Social

This article attempts to forge new links between social attitudes and social policy change in Australia. Drawing on four survey waves of international social survey data and using multivariable regression analysis, this article sheds new light on the determinants of Australian attitudes towards the welfare state in a comparative perspective. It examines their variations across time and social groupings and then compares Australian welfare attitudes with those found in other leading western economies. While there is popular support for government actions to protect Australian citizens in old age and sickness, views about social protection and labour market policy for the working-age population are divided. The comparative analysis and the focus on class-attitude linkages allows for further critical reflection on the nature of social relations and recent social reforms enacted by the Liberal-National coalition government.

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.

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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