scholarly journals Employee Cynicism and Organizational Change

Market Forces ◽  
2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Talat Behazad
Keyword(s):  
New York ◽  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Social Exchange ◽  
Latent Variables ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Negative Association ◽  
Employee Cynicism

Organizational performance and its sustainability significantly depend on aligning business procedures with the fast-changing environment. Because of its significance, the study is based on the Social Exchange Theory. It has developed a new model that has five latent variables (i.e., organizational change, organizational commitment, trust, employee cynicism, and tendency to gossip and a total of fifteen direct and indirect relationships. The study has focused on SMEs in New York. The sample size for the survey was 390 calculated at a 95% percent confidence level and a 5% margin of error. The scales used in the study were adapted from earlier studies. The author has collected the data personally by visiting selected SMEs and used SmartPLS for data analysis. The results suggest that employee cynicism has a negative association with organizational change, the tendency to gossip, and trust. The organizational change also has a negative relationship with organizational commitment and trust. The tendency to gossip and trust have a negative association with organizational commitment. The results support all five single mediating relationships and two multi-mediating relationships. Based on the results, the study has concluded that the element of trust between employees and management is the most crucial aspect in SMEs of the surveyed units. Employees who have confidence and trust in management policies and procedures tend to support change management processes and have a high commitment level towards the organization.Keywords: Organizational change, commitment, trust, employee cynicism, the tendency to gossip.

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.

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

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.

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

Antecedents of Organizational Change and Its' Consequence towards Organizational Performance

2021 ◽  
Vol 9 (4) ◽  
pp. 261-272
Author(s):  
Lambas Marasi Tua LG ◽  
Kurniawati Kurniawati
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Design Method ◽  
Positive Influence ◽  
Equation Model ◽  
Cross Sectional

Objective - The research was conducted to identify the positive influence of transformational leadership and organizational commitment towards organization change and the influence of change on learning and its' implication onorganizational performance. Methodology/Technique - The research design method is a hypothesis-testing approach. Units of research analysis areemployees of BUKU 3 and BUKU 4 Banks in Jakarta who have a supervisory function. The study data is cross-sectional obtained in a specified time period. Data was obtained through distributing online questionnaires containing statements to be responded with a minimum of 365 respondents required. Structural Equation Model was used to test the model of the research and AMOS software is used for data processing. Finding - The major finding of the research is that transformational leadership is not directly related to positive performance of the organization but more on how transformational leaders are able to manage organizational change that in the end will have a positive impact on organization performance.Organizational change also perceived has no positive impact on learning and learning also has no direct and mediating impact on positive organizational performance. Novelty - Type of Paper - Keywords: Change; Leadership; Organizational Commitment; Organizational Change; Organizational Learning; Organizational Performance.

Experiencing workplace ostracism with loss of engagement

2020 ◽  
Vol 35 (7/8) ◽  
pp. 617-630
Author(s):  
Xiaofeng Xu ◽  
Ho Kwong Kwan ◽  
Miaomiao Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Job Engagement ◽  
Cultural Perspective ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

PurposeDrawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.Design/methodology/approachA two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.FindingsThe results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.Research limitations/implicationsThis study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.Practical implicationsOur findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.Originality/valueBy addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

scholarly journals Doing more with less? Flexible working practices and the intensification of work

2009 ◽  
Vol 63 (1) ◽  
pp. 83-106 ◽  
Author(s):  
Clare Kelliher ◽  
Deirdre Anderson
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Apparent Paradox ◽  
Flexible Working ◽  
Professional Workers ◽  
Work Intensification ◽  
Unanticipated Consequence ◽  
Working Practices

This article examines an unanticipated consequence of adopting flexible working practices — that of work intensification. Based on a study of professional workers and in line with other studies, we present evidence showing that flexible workers record higher levels of job satisfaction and organizational commitment than their non-flexible counterparts. However, we also report evidence of work intensification being experienced by both those who work reduced hours and those who work remotely. We identify three means by which this intensification occurs — imposed intensification, enabled intensification and intensification as an act of reciprocation or exchange. We argue that the apparent paradox of high job satisfaction and organizational commitment, alongside work intensification can be explained by employees trading flexibility for effort. Using social exchange theory we propose that employees respond to the ability to work flexibly by exerting additional effort, in order to return benefit to their employer.

The opportunity model of organizational commitment

2017 ◽  
Vol 38 (2) ◽  
pp. 259-273 ◽  
Author(s):  
Elif Cicekli ◽  
Hayat Kabasakal
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Multiple Sources ◽  
Content Type ◽  
Job Opportunities ◽  
Using Data ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to determine the relationships between promotion, development, and recognition opportunities at work and organizational commitment, and whether these relationships are moderated by the job opportunities employees have in other organizations. Design/methodology/approach An opportunity model of organizational commitment is developed based on social exchange theory and several streams of opportunity research. Factor analyses and hierarchical multiple regression analyses are carried out to test the hypotheses using data from 550 white-collar employees. Findings The results of the analyses show that opportunities for development and recognition are predictors of organizational commitment, that job opportunities employees have in other organizations negatively moderate the relationship between recognition opportunity at work and organizational commitment, and that promotion opportunity does not predict organizational commitment. Research limitations/implications Future researchers could study the issue in the context of other cultures using data from multiple sources. Practical implications Employers who seek to increase their employees’ organizational commitment are advised to divert their energies from struggling to create promotion opportunities for their employees to creating opportunities for development and recognition. Originality/value The study explores the under-researched concept of opportunity at work and connects several streams of opportunity research by drawing on social exchange theory as a theoretical framework. The model is the first to address the effects of opportunity and alternative opportunities on organizational commitment.

Organizational and career-oriented commitment and employee development behaviors

2016 ◽  
Vol 31 (5) ◽  
pp. 930-945 ◽  
Author(s):  
Afife Basak Ok ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Organizational Support ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Competence Development ◽  
Proactive Personality ◽  
Feedback Seeking ◽  
Content Type ◽  
Positive Effects

Purpose – The purpose of this paper is to contrast the foundations of (affective) organizational and career-oriented commitment. Using social exchange theory as a background, organizational commitment is proposed as a mediator between perceived organizational support (POS) and competence development activities and feedback-seeking behavior. Career-oriented commitment, defined as a self-interested orientation toward one’s career, is proposed to mediate a positive relationship between proactive personality and competence development but a negative relationship between proactive personality and feedback-seeking. Design/methodology/approach – Data were collected from 126 employees using one-year time-lagged study in which POS and proactive personality were measured at Time 1, commitment variables at Time 2, and competence development and feedback-seeking at Time 3. Findings – Organizational commitment mediated a positive relationship between POS and competence development but not feedback-seeking. Career-oriented commitment mediated a negative relationship between proactive personality and feedback-seeking but did not mediate the relationship to competence development. Proactive personality exerted direct and positive effects on competence development and feedback-seeking, but had a negative effect on feedback-seeking through career-oriented commitment. Practical implications – An implication of these findings is that organizations need to reduce the detrimental effects that the proactivity trait exerts on feedback-seeking through career-oriented commitment. One way to do this is to increase the fit between organizational career opportunities and the career expectations of employees with high career-oriented commitment. Originality/value – This study indicates that social exchange and self-interest motives act as distinct drivers of organizational and career-oriented commitment, respectively, and that these motives have implications for how individuals learn and socialize in the workplace.

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