scholarly journals An Empirical Investigation of the Effect of Training and Development on Organizational Commitment in Higher Education Sector

2021 ◽  
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Social Exchange ◽  
Structural Equation ◽  
Quantitative Research ◽  
Social Exchange Theory ◽  
Training And Development ◽  
Research Approach ◽  
Organisational Commitment ◽  
Confirmatory Factor

This study aims to empirically investigate the effect of training and development on the organisational commitment of employees in the context of higher education. The study adopts a quantitative research approach where data is collected using a self-administered survey questionnaire distributed among faculty staff of the Aden University in Yemen. A total of 296 usable responses were received. Data was analysis by confirmatory factor analysis (CFA) and structural equation modelling (SEM). The finding reveal a positive relationship between training and development, and organisational commitment. This study concludes that when organisations provide training and development to enhance the knowledge and skills of their employees, it will contribute towards employees extending greater effort into their commitment to that organisation. Keywords: Training and development, organizational commitment, Higher Education, Social Exchange Theory

Job insecurity and turnover intention: Organizational commitment as mediator

2017 ◽  
Vol 45 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Sang Hyun Lee ◽  
Dae Yong Jeong
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
The Relationship

Drawing from social exchange theory, we investigated the relationship between job insecurity and turnover intention, and the mediating effect of organizational commitment on this relationship. Structural equation modeling was employed to investigate the hypotheses using data from 459 employees in various firms in South Korea. Our findings confirmed that job insecurity was positively related to turnover intention, and that organizational commitment mediated the relationship between job insecurity and turnover intention. Implications of our findings for the job insecurity literature are discussed in the Korean context, and directions for future research are given.

The effect of green HRM on employee green behaviors in higher education: the mediating mechanism of green work engagement

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Work Engagement ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Human Resources Management ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Green Behavior

Purpose Building on the social exchange theory (SET), this study aims to propose a model of the effects of green human resource management on employee in-role, extra-role and green innovative work behavior (GIWB). This study proposes, building on both the job demands-resources model and SET, that the aforementioned links can be explained through the mediating role of green work engagement (GWE). Design/methodology/approach Data were collected from employees (n. 208) working in Palestinian higher education organizations using a self-administered questionnaire. The partial least squares-structural equation modeling was the primary statistical technique adopted to examine the study’s hypotheses. Findings The results suggest that green human resources management (GHRM) was a significant predictor of employee in-role green behavior, extra-role green behavior and GIWB. Furthermore, GWE demonstrated to be a significant intervening mechanism to explain the above-mentioned relationships. Practical implications The results provide useful insights for higher education policymakers on how GHRM may positively contribute to employee green outcomes. Originality/value This paper is novel for several reasons. First, it contributes to the general literature of GHRM. Second, it contributes to the limited body of knowledge on GHRM in the context of higher education. Third, the distinct contribution of this study is the introduction of GIWB as an outcome of GHRM, and GWE as a mediating variable in the relationship between GHRM and employee green behaviors.

The impact of person-job fit and person-organization fit on OCB

2014 ◽  
Vol 43 (5) ◽  
pp. 672-691 ◽  
Author(s):  
Jaleh Farzaneh ◽  
Ali Dehghanpour Farashah ◽  
Mehdi Kazemi
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Gas Transfer ◽  
Empowerment Theory ◽  
Organisational Commitment ◽  
Moderator Effect ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose – Drawing upon the social exchange theory and empowerment theory, the purpose of this paper is to investigate the effect of perceived person-environment fit on organisational citizenship behaviour (OCB). Furthermore, this study assesses the roles of organisational commitment and psychological empowerment (PE) in this relationship. Design/methodology/approach – Respondents of this study were employees of the Iran Northeast Gas Transfer Company. Data were collected through conducting a survey on 500 employees, of which 412 questionnaires were used for further analysis. Confirmatory factor analysis, structural equation modelling, Baron and Kenny's (1986) procedure for examining mediator effect, and finally Zhao and Cavusgil's (2006) technique of evaluating moderator effect were utilised for the analyses. Findings – Results indicated that organisational commitment acts as a mediator between person-job (P-J) fit and person-organisation (P-O) fit and OCB. PE acts as a moderator between organisational commitment and OCB. Practical implications – This research has implications for approaches to human resource management in organisations. Originality/value – This study empirically synthesises the joint effect of P-O fit and P-J fit on a behavioural variable (OCB) in the social context of organisation and explains the mechanism of the effect. The pattern of relationships tested is relatively novel.

scholarly journals The role of tribalism as mediator between employee empowerment and organizational commitment in Yemeni Islamic banking sector

2019 ◽  
Vol 14 (1) ◽  
pp. 130-149
Author(s):  
Ali Salman Emam ◽  
Juraifa Bte Jais ◽  
Mosab I. Tabash
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Employee Empowerment ◽  
Islamic Banking ◽  
Islamic Banks ◽  
The Relationship

Abstract This study examined the influence of employee empowerment on organizational commitment, and the level to which Tribalism plays a role in the relationship between the former two variables in the context of Islamic banks in Yemen. Indeed, the rationale for introducing employee empowerment is to increase levels of employee’s commitment to ensue positive outcomes. The interrelationships between the variables were analyzed to develop a strategy for increased organizational commitment in the Yemeni Islamic banking sector. This study used a social exchange theory to illustrate the study framework to link the relations between employee empowerment, organizational commitment, and Tribalism. This study relied on quantitative approaches. The study sample comprised of Yemeni Islamic banks’ employees. 450 questionnaires were distributed to employees, out of which, 292 were retrieved and deemed usable for analysis, constituting a 65% rate of response. The partial least squares structural equation modelling (PLS-SEM) was employed to analyze data and test the proposed hypotheses. The results indicated that there is a significant relationship between empowerment of the employees and their organizational commitment in Islamic banks in Yemen. More importantly, this study revealed that Tribalism is a significant mediator on the relationship between employee empowerment, and organizational commitment.

The Impact of Non-Financial Rewards on Organizational Attractiveness

2019 ◽  
Vol 9 (6) ◽  
pp. 157-165
Author(s):  
Perera K.E.P ◽  
Karunarathne R.A.I.C
Keyword(s):  
Social Exchange ◽  
Undergraduate Students ◽  
Quantitative Research ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Research Approach ◽  
Organizational Attractiveness ◽  
The Social ◽  
The Impact

The main objective of this study was to examine the impact of nonfinancial rewards on organizational attractiveness. Drawing on the social exchange theory we develop and empirically test a model to explain the role of nonfinancial rewards, i.e. work-life balance, learning opportunities, and career advancement on organizational attractiveness. Following the quantitative research approach we collected data from 88 undergraduate students from 3 main universities in management in Sri Lanka. To test the model we developed one hypothesis. The results of simple linear regression suggested that nonfinancial rewards had statistically significant effect on generation Y candidates’ organizational attractiveness. This study mainly contributes to enhancing our understanding of the social exchange theory.

Trust in leaders and employee silence behaviour: Evidence from higher education institutions in Indonesia

2020 ◽  
pp. 1-14
Author(s):  
Muhammad Rasyid Abdillah ◽  
Rizqa Anita ◽  
Hadiyati ◽  
Nor Balksih Zakaria
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Social Exchange ◽  
Structural Equation ◽  
Higher Education Institutions ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Trust In Leaders ◽  
Employee Silence

BACKGROUND: It is important for decision-makers such as leaders to be aware of employee silence behaviour within organizations. Failure to see this phenomenon tends to reduce the quality of information regarding potential issues in the organizations. OBJECTIVE: This study investigated the effect of trust in leaders on employee silence behaviour and the mediating role of organizational commitment within this relationship. METHODS: Data were collected from academicians working at private higher education institutions within an Indonesia city. Relying on the social exchange theory, the current study tested the hypotheses through the analysis of partial least square –structural equation modeling (PLS–SEM). RESULTS: Findings confirmed that trust in leaders positively affects organizational commitment and negatively affects employee silence behaviour. Furthermore, results suggested that organizational commitment fully mediates the link between trust in leaders and employee silence behaviour. CONCLUSIONS: These findings present a valuable contribution for scholars and managers in understanding the mechanism underlying the relationship between trust in leaders and employee silence behaviour, especially in non-profit organizational settings such as higher education institutions in Indonesia.

scholarly journals The Impact of Remuneration and Training and Development on Organizational Commitment

2017 ◽  
Vol 4 (2) ◽  
pp. 26
Author(s):  
Ashfaq Ahmad ◽  
Syed Mir Muhammad Shah ◽  
Palwasha Bibi ◽  
Syed Muzafar Hussain Shah
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Academic Staff ◽  
Mail Survey ◽  
Training And Development ◽  
Cross Sectional ◽  
Hr Managers ◽  
The Impact ◽  
And Training

This study objects to explore the effect of remuneration and training and development (T&D) on organizational commitment (OC). The emphasis of the current study was to clarify a university through remuneration and T&D can accomplish to retain and to be committed with their academic staff. The current study also highlights that remuneration and T&D are best practices which can be adopted and applied even after changes in environment, practices and technology. The study used a cross-sectional and quantitative mail survey approach by getting responses from 346 by using stratified random sampling. The result revealed that remuneration has a major impact over OC. The result also showed that T&D is a vital factor for the OC in public higher education institutions (HEIs). Theoretically, the current study has contributed towards a body of knowledge concerning to organizational commitment under the domain of social exchange theory (SET). Practically, by employing the current study outcomes HR managers, particularly of the universities will be able to pay their attention to some specific factors such as remuneration and T&D to enhance employee retention. Finally, recommendations and limitation with reference to the current study and sector are presented. This study aims to be beneficial for the HR managers at HEIs and the policy makers.

scholarly journals Interplay of Organizational Commitment and Turnover Intention in Academic Sector

2020 ◽  
Vol 6 (2) ◽  
pp. 501-512
Author(s):  
Altaf Hussain ◽  
Muhammad Asad Khan ◽  
Jawad Hussain
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Academic Staff ◽  
Negative Relationship ◽  
Important Variable ◽  
Equation Modeling ◽  
Academic Sector

Organizational commitment is considered as an important variable in the reduction of turnover of employees. It is well documented that those employees who are more committed with their respective organizations are less likely to quit those organizations. This study is aimed to examine the relationship of organizational commitment with turnover intention of academic staff as it has been less focused in academic sector of Pakistan. We collected data from 320 respondents of seven public universities located at Peshawar division, Pakistan. We used structural equation modeling (SEM) in order to analyze the collected data. Findings of our study also reported significant negative relationship between the two variables. Such results further revealed that if academic staffs are psychologically, emotionally and morally attached with their respective universities, they are less intended to quit those universities. Results also validate social exchange theory. Theoretical and practical implications are discussed in the study.

scholarly journals The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

2021 ◽  
Vol 46 (4) ◽  
pp. 274-283
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Per-Magnus Moe Thompson ◽  
Lars Glasø
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Leadership Behavior ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Business Context ◽  
Direct Reports ◽  
The Impact

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

Consequences of corporate social responsibility on employees

2019 ◽  
Vol 49 (1) ◽  
pp. 231-249
Author(s):  
Evans Asante Boadi ◽  
Zheng He ◽  
Eric Kofi Boadi ◽  
Josephine Bosompem ◽  
Philip Avornyo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Work Motivation ◽  
Content Type ◽  
Time Lagged ◽  
Corporate Social

Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study. Findings These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link. Practical implications Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals. Originality/value Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

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