scholarly journals The Effect of Organizational Image on Organizational Commitment and Performance: An Investigation on University Employees

2021 ◽  
Vol 11 (2) ◽  
pp. 348-359
Author(s):  
ecem altun
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Marital Status ◽  
Educational Status ◽  
Individual Performance ◽  
Full Time ◽  
Organizational Image ◽  
Performance Levels ◽  
University Employees ◽  
And Performance

In this study, it was aimed to examine the effect of organizational image perceptions of university employees on organizational commitment and performance levels. The research was designed and conducted in relational survey model. The sample of the research consisted of 316 academic and administrative staff working full-time in two state and two foundation universities in Istanbul in the 2018-2019 academic year. The data were collected using the Organizational Image Scale, the Individual Performance Scale and the Organizational Commitment Scale. Data were analyzed by performing independent group t-test, correlation and regression analysis. As a result of the research, it was determined that the organizational image perceptions of university employees did not differ significantly according to demographic variables. It has been determined that the organizational commitment levels of university employees differ significantly according to their marital status, educational status, working time and staff type. It has been revealed that the performance levels of university employees differ only by marital status. It has been determined that there is a moderate and positive significant relationship between the organizational image perceptions of university employees and their organizational commitment and job performance levels. In addition, organizational image perceptions of university employees significantly predict their organizational commitment and job performance.

scholarly journals THE ROLE OF ETHICAL LEADERSHIP IN INCREASING EMPLOYEES' ORGANIZATIONAL COMMITMENT AND PERFORMANCE: THE CASE OF HEALTHCARE PROFESSIONALS

2021 ◽  
pp. 133-146
Author(s):  
Gülay Tamer
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Structural Equation ◽  
Healthcare Professionals ◽  
Individual Performance ◽  
Normative Commitment ◽  
Variable Model ◽  
And Performance ◽  
Leadership Approaches

Today's organizations are looking for ways to improve the organizational commitment and performance of employees in order to have a qualified workforce and maintain sustainability. Organizational leaders' approach to increasing employee motivation positively affects their organizational commitment and job performance. This research, basically focusing on the health sector, tried to specify the effect of the managers’ ethical approach on employees’ organizational commitments, performances, and the role of organizational commitments in this effect. The sampling was composed of 362 healthcare professionals. In this cross-sectional field study, an independent variable model for the ethical leadership approaches and a dependent variable model for the employees’ performance and commitment to their organizations were practiced. Data was collected through Ethical leadership, Organizational Commitment, and Individual Performance Scales. The data collected were analyzed through SPSS and AMOS package programs. A correlation analysis to specify the relationships between the variables and a regression analysis was done to specify the interaction. In specifying the intermediary role of organizational commitment, Structural Equation Model (SEM) was used. The results of the analyses showed positive significant relationships between ethical leadership approaches and organizational commitment and employees’ performance. It was also observed that ethical leadership approaches had a positive and meaningful effect on affective, continuous and normative commitment, the sub-dimensions of organizational commitment, as well as the employees’ performance. On other important finding is employees’ attendance and normative commitment are highly affected by ethical leadership approaches. As a result, it was specified that ethical leadership approaches by the managers are highly effective on employees’ performance and their commitment. It was also noted that organizational commitment played a mediator role on ethical leadership approaches. These findings were seen to be amicable with findings in previous studies. It is expected that this research will contribute to the literature because it is a holistic model including the relationships between variables.

Chinese traditionality, job attitudes, and job performance: a study of Chinese employees

2017 ◽  
Vol 5 (2) ◽  
pp. 139-150 ◽  
Author(s):  
Hui Li ◽  
Hang-yue Ngo
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Cultural Values ◽  
Job Attitudes ◽  
Employee Survey ◽  
Content Type ◽  
Cultural Variable ◽  
And Performance ◽  
Positive Effect

Purpose The purpose of this paper is to explore the relationships among Chinese traditionality, job attitudes, and job performance. Chinese traditionality, an indigenous cultural variable, is expected to enhance employees’ organizational commitment and job satisfaction, which in turn affect their job performance. Design/methodology/approach Data were collected via employee survey from 399 workers in two large firms in China. The HR department helped the authors to distribute a self-administered questionnaire to the respondents. The authors assured them of confidentiality and protected their anonymity. Multiple regression analysis was used to test the hypotheses. Findings The results show that Chinese traditionality is positively related to organizational commitment and job satisfaction. The authors also find that the positive effect of Chinese traditionality on employees’ job performance is mediated by organizational commitment, but not by job satisfaction. Practical implications Based on the findings, Chinese firms should pay attention to cultural values, which play an important role in affecting employees’ job attitudes and performance. Originality/value This study contributes to the literature in two ways. First, it provides evidence about the significant positive effect of Chinese traditionality on organizational commitment and job attitudes. Second, it reveals a key mechanism through which Chinese traditionality enhances employees’ job performance.

scholarly journals effect of private health institution managers’ ethical leadership approach on the organizational commitment and performance of the employees

2021 ◽  
Vol 7 (Extra-D) ◽  
pp. 537-555
Author(s):  
Gülay Tamer Bakar ◽  
Salim Akyürek
Keyword(s):  
Organizational Commitment ◽  
Ethical Leadership ◽  
Health Sector ◽  
Individual Performance ◽  
Variable Model ◽  
Cross Sectional ◽  
Independent Variable ◽  
And Performance ◽  
Leadership Approaches

This research, basically focusing on the health sector, tried to specify the effect of the managers’ ethical approach on employees’ organizational commitments, performances, and the role of organizational commitments in this effect. The sampling was composed of 362 healthcare professionals. In this cross-sectional field study, an independent variable model for the ethical leadership approaches and a dependent variable model for the employees’ performances and commitments to their organizations were practiced. Data were collected through Ethical leadership, Organizational Commitment, and Individual Performance Scales. The data collected were analyzed through SPSS and AMOS package programs. The results of the analyses showed positive significant relationship between ethical leadership approaches and organizational commitment and employee’s performances. It was also observed that ethical leadership approaches had a positive and meaningful effect on affective, continuous and normative commitment, the sub-dimensions of organizational commitment, as well as the employees’ performances.

The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM—performance relationship

2009 ◽  
Vol 75 (1) ◽  
pp. 11-34 ◽  
Author(s):  
Wouter Vandenabeele
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Individual Performance ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Mediating Role ◽  
Public Managers ◽  
And Performance

Public service motivation (PSM) has been linked to various outcome variables, but as more and more public administration research is devoted to improving performance, the possible link between PSM and performance is increasingly of interest. The current study contributes to this literature by investigating whether this relationship is present in a dataset of Belgian civil servants. The results corroborate the general thesis and demonstrate a mediation effect (to some extent) of job satisfaction and organizational commitment on this relationship. By doing so, the present study partly unveils the mechanisms upon which the PSM—performance relationship is based. Points for practitioners The findings of this study should urge public managers and decision-makers to value the effect of PSM in a public sector environment. First, as individual PSM apparently correlates with performance, this might provide some ideas about how to manage human resources in an effectiveness and efficiency driven public sector. Considering PSM in recruitment, retention and training may engender better individual performance. Next to this, the mediating role of job satisfaction and organizational commitment should enable public managers to find more openings to harness PSM effectively. After all, it embeds PSM better into vested theory and practices, with which practitioners may be more familiar.

How do callings relate to job performance? The role of organizational commitment and ideological contract fulfillment

2018 ◽  
Vol 71 (10) ◽  
pp. 1319-1347 ◽  
Author(s):  
Sung Soo Kim ◽  
Donghoon Shin ◽  
Heather C Vough ◽  
Patricia Faison Hewlin ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Social Exchange ◽  
Psychological Contract ◽  
Non Profit ◽  
For Profit ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

Do individuals with callings perform better than those without? Why or why not? There are not clear answers to these questions in the literature. Using a social exchange framework, we posit an intervening process between callings and job performance, focusing on the role of organizational commitment and ideological contract fulfillment – the degree to which organizations live up to their ideological promises. Specifically, individuals with callings will be more committed to their organization, and this commitment, in turn, leads to job performance. Further, this relationship of calling to job performance through commitment will be attenuated when employees perceive under-fulfillment of ideological contract. We found support for these hypotheses across three studies that utilized self- or supervisor-rated performance data from a non-profit organization and multiple for-profit organizations. Interestingly, while the relationship between commitment and performance did depend on fulfillment of the ideological psychological contract, contrary to our prediction, the calling-commitment relationship was not attenuated by under-fulfillment of ideological contract. Our findings deepen our understanding of the organizational implications of callings from a social exchange-based perspective. This study further informs practitioners as to hiring and motivating individuals with a calling.

Organizational Commitment and Employees' Performance Ratings: Both Type of Commitment and Type of Performance Count

1994 ◽  
Vol 75 (3_suppl) ◽  
pp. 1539-1551 ◽  
Author(s):  
Harold L. Angle ◽  
Marian B. Lawson
Keyword(s):  
Organizational Commitment ◽  
Job Performance ◽  
Affective Commitment ◽  
Fortune 500 ◽  
Continuance Commitment ◽  
Specific Performance ◽  
And Performance ◽  
Manufacturing Organization ◽  
Performance Results ◽  
The Relationship

This study, conducted in a Fortune 500 manufacturing organization, examined the relationship between employees' commitment and performance. Several months after 85 employees' affective and continuance commitment had been measured, their global job performance and four specific performance facets were rated by their supervisors. Affective commitment was related to two performance facets but was unrelated to the other two facets. Continuance commitment was unrelated to any of the performance facets. Neither type of commitment was related to global performance. Results were interpreted as suggesting that the link between organizational commitment and performance may depend on the extent to which motivation rather than ability underlies performance. These results, consistent with motivational frameworks offered by Vroom in 1964 and Katz and Kahn in 1978, also supported the distinction between affective and continuance commitment suggested by Meyer and Allen in 1991.

Structural relationships among transformational leadership, affective organizational commitment, and job performance: the mediating role of employee engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiwon Park ◽  
Soo Jeoung Han ◽  
Jiyoung Kim ◽  
Woocheol Kim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Job Performance ◽  
Employee Engagement ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Full Time ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Structural Relationships

Purpose The purpose of this paper is to investigate the structural relationships among transformational leadership, affective organizational commitment and job performance, as well as the mediating effect of employee engagement on their relationships. Design/methodology/approach To examine the structural relationships among the research variables, structural equation modeling analysis and bootstrap estimates were performed using the data of 600 full-time employees working in Korean private organizations. Findings The results of the data analysis suggest that transformational leadership had a significant impact on employee affective organizational commitment and job performance through employee engagement as a mediator. Specifically, employee engagement partially mediated the mechanism in which transformational leadership affects employee affective organizational commitment, whereas there existed a full mediation of the association between transformational leadership and job performance. Practical implications The study finding suggested that transformational leadership was the key catalyst in both encouraging affective organizational commitment and task performance of employees throughout the mediator, employee engagement. Thus, organizations need to create a safe and positive environment that promotes employee engagement and should offer interventions for leaders to build skill sets of transformational leadership. Originality/value Because previous studies had explored the impacts of transformational leadership on employee positive attitude and job performance separately, there is little known about how these three constructs correlate. By investigating the impacts of transformational leadership on attitude and performance simultaneously in this study, this study expanded to the extant literature by providing better understanding of transformational leadership. Moreover, given that articles on transformational leadership have been limited in the HRD literature, findings of this study can offer trustworthy information for HRD practice and encourage HRD scholars to explore transformational leadership-related research.

Sign in / Sign up

Export Citation Format

Share Document