THE EFFECTS OF PARTICIPATION IN DECISION MAKING ON ORGANIZATIONAL COMMITMENT: SOME EMPIRICAL EVIDENCES

2016 ◽  
Author(s):  
Razali Mat Zin ◽  
Amine Nehari Talet
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Participation In Decision Making

Commitment, Participation in Decision-Making and Social Support: Direct and Moderating Effects on the Stress-Burnout Relationship within an Educational Setting

1993 ◽  
Vol 23 (1) ◽  
pp. 10-14 ◽  
Author(s):  
T. Brian Pretorius
Keyword(s):  
Social Support ◽  
Decision Making ◽  
Organizational Commitment ◽  
Direct Effect ◽  
Personal Accomplishment ◽  
Western Cape ◽  
Stress Buffering ◽  
Buffering Effect ◽  
Participation In Decision Making ◽  
The University

The aim of the present study was to identify factors that might have a direct or buffering effect on the stress-burnout relationship. Ninety-four ( N = 94) faculty members of the University of Western Cape, completed instruments developed to measure participation in decision-making, social support, organizational commitment, role conflict and role ambiguity. The results of moderated multiple regression analyses indicated a buffering effect for social support on the stress-emotional exhaustion relationship, a direct effect for participation in decision-making on personal accomplishment as well as a stress-buffering and direct effect for organizational commitment on depersonalization. The results appear to indicate that different factors play a role in each of the components of burnout and that interventions aimed at addressing the problem of burnout need to take this fact into account.

Antecedents and Consequences of Leadership Styles

2016 ◽  
Vol 44 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Gregor Richter
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Leadership Styles ◽  
Survey Data ◽  
Leadership Style ◽  
Recent Survey ◽  
Leadership Challenges ◽  
Participation In Decision Making ◽  
Antecedents And Consequences

There are numerous studies on the success of various leadership styles that refer to the link between styles and levels of performance and other relevant organizational parameters. Data from a recent survey in a multinational headquarters (HQs) replicate previous findings on leadership style concerning the preferences of the subordinates for more participation in decision-making. Although multinational HQs are in many ways unique organizations that could present unique leadership challenges, too, the findings using traditional models of leadership show how similarly, compared to civilian companies and public administrations, leadership styles are perceived and evaluated by subordinates. Apart from that, the survey data indicate that leadership style—quite different from what was expected—has no significant effect on “organizational commitment” and “mission clarity.” The reasons for that result are discussed against the backdrop of the peculiarities of the organization under investigation.

Assessing the Relationship between Participation in Decision Making, Job Satisfaction and Multiple Commitments

2015 ◽  
Vol 6 (1) ◽  
Author(s):  
Shilpi Saha ◽  
S. Pavan Kumar
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Commitment ◽  
Public Sector ◽  
Structural Equation ◽  
Organisational Commitment ◽  
The People ◽  
Participation In Decision Making ◽  
The Impact ◽  
The Relationship

This study assesses the impact of participation in decision making on job satisfaction, organisational commitment and group commitment. It also seeks to fill the void about the extent of participation in decision making and commitment in Indian public sector undertakings (PSUs). Data were collected from 397 employees working in these different organizations. Structural equation modelling was used to examine the hypothesised relationships. The findings of the present study indicated that participation in decision making had significant relationship with job satisfaction. Job satisfaction was positively related to organisational commitment and group commitment. Participation in decision making has significant impact on organizational commitment but not on group commitment. Group commitment did not have significant impact on organizational commitment. Results suggest that participation in decision making is a key element as it enhances satisfaction of employees with the organization. The implications of these findings for the people holding key managerial responsibilities in public sector undertakings have been discussed.

scholarly journals Political skill, participation in decision-making and organizational commitment

2017 ◽  
Vol 46 (4) ◽  
pp. 740-749 ◽  
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Bård Kuvaas
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Structural Equation ◽  
Political Skill ◽  
Equation Model ◽  
Future Research ◽  
Business Organizations ◽  
Content Type ◽  
Follower Commitment ◽  
Participation In Decision Making

Purpose Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes leaders more effective. The purpose of this paper is to contribute to the political skill literature by investigating a specific mechanism through which political skill may relate to follower commitment. Design/methodology/approach The study population was drawn from 148 supervisors and 988 subordinates from top, middle and operational levels in the business organizations. Findings Structural equation model analysis showed that political skill was positively related to Participation in decision making (PDM) and PDM was positively related to organizational commitment (OC). Furthermore, political skill indirectly predicted OC via PDM. In addition, the direct relationship between political skill and OC was not significant, suggesting “full” mediation. Finally, politically skilled leaders’ desire to encourage followers to participate in decision making was amplified by their ability to build strong, beneficial alliances and coalitions, resulting in increased social capital and even greater influence. Practical implications Involving subordinates in decision processes is likely to inspire trust and confidence, promote credibility, help develop a favorable relationship with the leader and enhance pride of participation in the organization. Originality/value The findings in the present study are of great importance for future research on political skill. It may change the approach for testing the validity of the theory by focusing on influence tactics. This approach will, in the authors’ view, constitute the future research avenue for research on political skill.

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