This study seeks to investigate the association between organizational culture and employees' commitment in the Jordanian hotel sector. The data that were gathered from 248 hotel employees, were ...about the respondents' organizational culture and its impact on the employees' commitment. Data were collected using the Organizational Culture Index (Wallach, 1983) Wallach, E. J. (1983). Individuals and organizations: The cultural match. Training & Development Journal,37, 29-36., and Organizational Culture Questionnaire (Mowday et al. 1982) Mowday, R.T., Porter, L.W. and Steers, R.M. (1982). Employee-Organization Linkages: The Psychology of Commitment, Absenteeism and Turnover. Academic Press, New York.. De-scriptive statistics were reported, and hypotheses testing using SmartPLS3 was used. Generally, and with some unexpected outcomes, organizational culture was found to be significantly associated with organizational commitment. It was confirmed that bureaucratic and supportive culture were the predictable dimensions of commitment, while innovative culture was found to be an unpredictable dimension of commitment. This study provides useful managerial implications and contributes to the existing pool of knowledge on the relationships be-tween organizational culture and organizational commitment. Different aspects and context of these variables were tested to provide a wider and more comprehensive understanding on the factors which affect organizations and employees.
This paper applies a social exchange perspective to understand the internal contingencies of the relationship between entrepreneurial orientation (EO) and performance. It focuses on two aspects of ...social interactions among functional managers (procedural justice and trust), as well as on their organizational commitment, as potential enhancements to the firm's successful exploitation of entrepreneurial opportunities. A study of 232 Canadian-based firms finds several positive moderating effects: The EO–performance link is stronger for higher levels of procedural justice, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the EO–performance relationship is stronger when the organization's social context comes closer to an “ideal” configuration of procedural justice, trust, and organizational commitment that is most conducive to knowledge exchange within the organization. The study's implications and future research directions are discussed.
International joint ventures (IJVs) have become an important source of critical knowledge for multinational enterprises, but little is known about how knowledge can be effectively transferred to ...parent firms when the potential for interpartner opportunism still exists. Drawing on attachment theory, we study how boundary-spanning commitments to IJVs may help mitigate interpartner opportunism and facilitate effective knowledge transfer to parents. Specifically, we argue that knowledge transfer from IJVs to their parents is positively mediated by both boundary spanners’ organizational commitment to IJVs and parent firms’ resource commitment to IJVs. We test our arguments using survey data collected from 600 dyadic Chinese–foreign managers of 100 IJVs established in China. The results provide evidence that knowledge sharing between boundary spanners in IJVs positively affects their organizational commitment to these IJVs, which in turn positively affects knowledge transfer to parents. Similarly, knowledge sharing between such boundary spanners positively affects parent firms’ resource commitment to IJVs, which in turn positively affects knowledge transfer to parents. The mediating role of boundary spanners’ organizational commitment is stronger than that of parent firms’ resource commitment. Collectively, our findings suggest that commitment-based relational mechanisms are imperative for safeguarding effective knowledge transfer from IJVs to parent firms.
This study aims to explicitly examine the relationship between leadership styles and nurse organizational commitment, providing specific correlations and regression results to enhance readers’ ...understanding of the findings. Nurses’ well-being is significantly influenced by the leadership styles they observe, and effective healthcare leadership is crucial for improving healthcare systems’ efficacy. The study population consists of private hospital nurses from Vellore City, Tamil Nadu, India. Questionnaires were disseminated using Google Forms, resulting in 308 responses, of which 283 ( N = 283) were deemed usable. Nurses self-rated their perceptions of their various managers’ leadership styles using the Multifactor Leadership Questionnaire 5x-short, along with the Three-Component Model (TCM) Employee Commitment Survey and a demographic questionnaire. Descriptive statistics, correlation, and regression were examined using SPSS 26.0. The study’s regression analysis found significant links between leadership styles and various types of commitment among nurses. Specifically, the results show that transformational (TRF) and laissez-faire (LF) leadership styles positively impacted affective commitment. TRF had a stronger influence (TRF: β = .938, p < .001; LF: β = .580, p < .001). The findings also indicate that TRF and LF styles positively influenced normative commitment (TRF: β = .803, p < .001; LF: β = .392, p < .001), while transactional (TRA) leadership had a negative effect on normative commitment (TRA: β = −.308, p = .007). These results provide valuable insights for healthcare organizations looking to increase commitment among their nursing staff by fostering specific leadership styles. This study contributes to nursing and organizational behavior by filling a gap in the current knowledge on the relationship between leadership styles and organizational commitment among nurses. Given the specific obstacles and stresses nurses face in their jobs, understanding how different leadership styles affect their commitment can assist healthcare organizations in better supporting their nursing staff. Healthcare organizations can apply these results by implementing targeted leadership development programs to identify and cultivate leaders with transformational and laissez-faire traits. Additionally, organizations can create a work environment that values autonomy and decision-making, fostering commitment among nurses. Future research could explore the long-term effects of implementing leadership development programs based on the identified effective leadership styles. Additionally, examining the broader implications of these findings for the field of nursing and healthcare management would be valuable for advancing the understanding of organizational commitment among nurses.
Plain Language Summary Leadership styles and organizational commitment This article explores how different leadership styles affect the commitment of nurses to their organizations. The study was conducted among nurses in Vellore City, Tamil Nadu, India. It found that transformational and laissez-faire leadership styles positively influenced nurses’ commitment, while transactional leadership had less impact. The findings suggest that fostering transformational and laissez-faire leadership could improve nurse commitment and overall performance. This has important implications for healthcare organizations aiming to enhance nurse engagement and dedication.
We investigated the extent to which perceived autonomy support (PAS) is associated with adaptability and, in turn, whether both are associated with emotional exhaustion and work disengagement. The ...associations that all four factors have with organizational commitment were also examined. With a sample of 164 Australian secondary school teachers, we conducted structural equation modeling. Findings showed that PAS was positively associated with adaptability, and negatively associated with exhaustion and disengagement. Adaptability was negatively associated with disengagement. Finally, PAS (positively), exhaustion (negatively), and disengagement (negatively) were associated with organizational commitment. Together, the findings shed light on teachers’ workplace experiences and outcomes.
•We examined a model of teachers’ workplace experiences and outcomes.•Perceived autonomy support (PAS) at work predicted greater adaptability.•PAS predicted lower emotional exhaustion (EE) and work disengagement (DIS).•Adaptability predicted lower DIS, but there was no relationship with EE.•PAS (positively), EE, and DIS (both negatively) predicted organizational commitment.
Despite the increased popularity of person-centered analyses, no comprehensive approach exists to guide the systematic investigation of the similarity (or generalizability) of latent profiles, their ...predictors, and their outcomes across subgroups of participants or time points. We propose a six-step process to assess configural (number of profiles), structural (within-profile means), dispersion (within-profile variability), distributional (size of the profiles), predictive (relations between predictors and profile membership), and explanatory (relations between profile membership and outcomes) similarity. We then apply this approach to data on organizational commitment mindsets collected in North America (n = 492) and France (n = 476). This approach provides a rigorous method to systematically and quantitatively assess the extent to which a latent profile solution generalizes across diverse samples, such as in the cross-national comparison in our illustrative example, or the extent to which interventions or naturalistic changes may impact the nature of a latent profile solution. This approach also helps to identify the nature of any differences that might be present, thus providing richer interpretations of observed differences and ideas for future research.
Person-Organisation fit (P-O fit) and Person-Job fit (P-J fit) are important predictors of employees' commitment to their organisations. Yet little is known about the underlying mediating variables ...that account for these relationships. Based on assumptions derived from Social Exchange Theory (SET) and Social Identity Theory (SIT), the present study predicts that the effects of P-J fit and P-O fit on employee commitment are mediated by job satisfaction and organisational identification, respectively. An online survey (N = 432 employees) was used to test the proposed relationships using a series of path models in AMOS. As expected, P-O fit and P-J fit are positively related to affective, normative, and continuance commitment, with P-O fit showing stronger effects than P-J fit. Organisational identification and job satisfaction completely mediate the effects of fit on the commitment facets. Evidence of differential effects for P-O fit and P-J fit suggest that different forms of fit operate in different ways to influence facets of organisational commitment. This knowledge can be helpful for advancing the integration of SIT and SET in the context of the employee-organisation relationship and for designing interventions to foster organisational commitment.
The numbers of police officers in England and Wales who resigned voluntarily from the service have been increasing rapidly in recent years. Despite this, there has been scant attention paid to this ...issue academically or organisationally. Using the guiding framework of organisational commitment with its focus upon active institutional identification, this paper considers police officer decisions to resign voluntarily from the police service. It does this through an analysis of a survey distributed to police officers from one English force who had resigned voluntarily between November 2014 and June 2019. The findings demonstrate that resigning police officers highly value the occupation they have joined, the nature of their work, the opportunities for fulfilling public service ambitions and the satisfaction of working with policing colleagues as part of a team. The findings also indicate however that they are ultimately frustrated by the perceived inability of the organisation to manage the demands upon them and by a sense of organisational 'injustice' emanating from perceptions of a lack of 'voice', leadership, autonomy and support. This damages the exchange-based working relationship between officers and managers, causing a decline in affective organisational commitment. Consequently, these factors have a negative personal impact upon their physical and mental health and an impact upon their caring responsibilities and personal relationships outside of their working environment.
The purpose of this research is to analyze and prove the influence of discipline, motivation, and organizational commitment on employee performance. For three months the research was carried out, ...starting from January to March 2022 at the Regional Secretariat of the Kupang City Government. This research belongs to the type of quantitative research using primary data collected through filling out questionnaires (closed questions using a Likert scale) for 60 days of data collection. The population in this study was 1034 employees. The number of research samples was 288 respondents which were determined by proportional stratified random sampling and the Slovin technique. Data analysis used multiple linear regression analysis using SPSS version 25 application tools. The results showed that there was a strong and significant influence between discipline, motivation, and organizational commitment variables on employee performance at the Regional Secretariat of the Kupang City Government.
The pursuit of inclusion in elite universities has been widely explored from a structural lens concerned with issues of access faced by traditionally underrepresented students and staff. Building ...from a sociological institutionalist approach, this paper proposes the concept of 'agentic inclusion' to capture the growing valorisation of universities' agency in the pursuit of inclusion, and the underlying shift from inclusion as 'structural pursuit' to inclusion as 'organisational commitment'. Drawing on primary data mapping the presence of inclusion offices, units and teams across 124 UK universities as of 2018, and secondary data such as student and staff inclusion statistics, I show that elite universities are leading in the organisational display of inclusion, irrespective of the actual levels of inclusion across traditionally underrepresented students and staff. The findings call for further research into the gap between universities' organisational commitments to inclusion and inclusion at the structural level and inform several policy recommendations.
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Dostopno za:
BFBNIB, DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, SIK, UILJ, UKNU, UL, UM, UPUK
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