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PurposeThis study aims to investigate the impact of job insecurity (JI) on employee work performance (WP) and service innovation behavior (SIB). It further examines the mediating role of affective commitment (AC) and the moderating role of organizational cynicism and financial job dependence (FJD). Design/methodology/approachBy using a three-wave approach, the hypotheses were tested by collecting data from 473 full-time employees and their supervisors in the Thai hotel industry. FindingsThe results demonstrated that JI negatively affected WP and SIB. AC mediated these relationships. FJD moderated these relationships such that at high levels of job dependence, the negative relationships were weaker. Research limitations/implicationsHuman resource managers may reduce the negative effects of JI by creating a supportive and caring work environment through open communication. They may communicate openly with employees about the challenges the organization is facing, and involve them in planning, decision-making and implementation to mitigate the negative effects of JI. They may also provide training and development opportunities to help employees build their skills and increase their value to the organization. Originality/valueResearch on the behavioral consequences of JI is scant in the hospitality sector. Drawing on job-demand resource theory, this study attempts to fill this gap.
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Drawing on the social exchange approach and an accompanying sub-theory pertaining to upper echelons theory, which are the most influential theories for describing the behavior of workers in the workplace, this study empirically investigates some corresponding moderated serial mediation variables, such as affective commitment, work meaningfulness, and perceived organizational support, which impact the relationship between Phoenix leadership and organizational change. A total of 150 employees working in the Sudanese Electricity Company participated in the questionnaire survey. The response rate was 88%. The results revealed that Phoenix leadership significantly influences organizational change and affective commitment. Affective commitment significantly influences work meaningfulness. Affective commitment and work meaningfulness mediate the relationship between Phoenix leadership and organizational change. Affective commitment mediates the relationship between Phoenix leadership and work meaningfulness. Work meaningfulness mediates the relationship between affective commitment and organizational change, but perceived organizational support does not moderate the relationship between work meaningfulness and organizational change. By testing the mediated moderation effects on the relationship between Phoenix leadership and organizational change, this research proposes a new framework for assessing the impact of mediators and moderators on teams of employees during the COVID-19 pandemic.(c) CIKD Publishing
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PurposeOrganizational culture has been identified as an important factor in increased employee commitment. Particularly during a shortage of skilled workers, commitment is a meaningful indicator of higher loyalty and retention. However, limited research has studied the relationship between organizational culture and commitment from a global perspective. Most research focuses on specific aspects of culture and examines the aspects' effects on commitment separately. The author's objective is to identify influential organizational culture's dimensions and assess dimensions' relationship to commitment holistically.Design/methodology/approachFor this purpose, the author analyzed a data set with 241,648 participants from 9 industries in Germany. The survey captures individual attitudes toward certain aspects of organizational culture and assesses workers' commitment to their organizations.FindingsThe results of a linear regression show that all cultural dimensions considered, namely transformational leadership behavior, team cohesion, compensation, fairness and caring attitude, if well-developed, positively and significantly influence organizational commitment. Interestingly, team cohesion has the greatest effect on commitment, followed by transformational leadership behavior, compensation, caring attitude and fairness.Originality/valueThis paper aims to examine the relationship between organizational culture and commitment holistically, thereby revealing which aspects of corporate culture are particularly important for increasing workers' commitment.
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Purpose: COVID-19 pandemic has accelerated the adoption of home-based teleworking globally. Coupled with this, there are rising concerns about workplace cyberbullying. However, less studies have explored workplace cyberbullying in non-western countries. The purpose of the current study is to examine whether workplace cyberbullying affects employees' intention to stay and to find out the mechanisms underlying the relationship. Design/methodology/approach: Data were collected among Indian home-based teleworkers. Data were analysed using SmartPLS and SPSS-PROCESS macro. Findings: Results show that workplace cyberbullying negatively impacts intention to stay and affective commitment acts as a mediator between this link. The results also reveal that workplace social capital moderates the negative effects of workplace cyberbullying on affective commitment. The results further confirm that workplace social capital moderated the indirect impact of workplace cyberbullying on intention to stay via affective commitment. Practical implications: This study highlights the potential of leveraging workplace social capital in order to reduce the negative effects of workplace cyberbullying. Originality/value: These findings can complement the previous studies on the impact of negative work events on affective commitment and intention to stay as well as extend researchers' understanding of the underlying mechanism between workplace cyberbullying and intention to stay. Furthermore, this research explains how employees can utilise social resources from workplace social capital to mitigate the negative outcomes of workplace cyberbullying. © 2023, Emerald Publishing Limited.
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The COVID-19 outbreak has distorted employee and manager's attitudes toward work, impacting businesses, industries, and organizations worldwide. Organizations have begun implementing well-managed work-from-home, teleworking, flexible working, or digital working strategies to respond to these trends effectively. The study's main purpose is to investigate the importance of organizational and supervisory support in promoting employee psychological well-being by providing well-proportioned work-from-home experience to IT employees. Using an empirical research approach, the study collected data from 282 IT professionals forced to work from home fully and partially throughout India's first three waves of covid-19. The responses were analyzed using descriptive statistics and regression analysis using SPSS and AMOS. The study's findings revealed that supervisory/managers support demonstrated a significant positive association with psychological well-being compared with organizational support practices. However, employees perceived that well-balanced work-from-home experiences require major support from organizations than managers. The study identified that both organizational and supervisory support plays an important role in establishing positive work-from-home experience and the psychological well-being of IT professionals. In response, organizations and supervisors/ managers collective approach is needed in establishing flexible work settings. Flexible work settings have been researched from the perspective of an information technology professional. However, there is a dearth of research on the influence of forced work from home on the psychological well-being of IT employees. Understanding how organizational and supervisory support plays an important role in establishing resilience between work-from-home practices and psychological well-being during covid and beyond would be helpful.
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The influence of corporate social responsibility (CSR) on employees' positive psychological capital in stressful situations remains unexplored in the literature for small and medium enterprises (SMEs). This study aims to examine how CSR could assist employees in developing psychological capital during the COVID-19 pandemic. In order to understand the aforesaid relationship, an attempt is made to study the mediation effect of affective commitment. Structural equation modelling (AMOS 21.0) was used for data analysis and hypothesis testing on a sample of 545 employees from 356 Malaysian SMEs. The results of this study showed that SMEs' CSR policies helped to improve the positive psychological capital of their employees during the COVID-19 pandemic. Also, affective commitment complementary mediates the relationship between CSR and psychological capital. During the COVID-19 pandemic, SMEs should come up with a consistent way to implement CSR policies and procedures to improve employees' psychological capital and increase their affective commitment toward the enterprise. There are two main contributions to the literature from this study, in addition to enriching previous empirical research on CSR. As a first contribution to the CSR literature, it examines how CSR impacts employees' psychological capital during a pandemic. COVID-19 is one of the recent pandemics that offers an opportunity to examine its effects on employee psychological state. Secondly, the results of the study add to the growing body of empirical research that supports affective commitment's significant relationship with CSR and enhances employees' psychological capital during a pandemic in a developing market.
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The paradigm shifts in HRM during the outbreak of COVID-19 involve new challenges for organizations, whereas it remains unclear how psychological contract fulfillment works on employees' attitudes and behaviors in the new working settings from organizations. This paper explores the impacts of psychological contract fulfillment on employees' work attitudes and behaviors (work engagement, intrinsic motivation, and affective commitment) during the COVID-19 outbreak, and examines the mediating mechanism of perceived organizational support between psychological contract fulfillment and these work-related variables. For the research, a cross-sectional research design and quantitative analysis were adopted. Data were collected via survey questionnaires and from 405 respondents working remotely during the COVID-19 outbreak. The findings revealed that psychological contract fulfillment positively impacted employees' work engagement, intrinsic motivation, and affective commitment during the COVID-19 outbreak, and indicated that perceived organizational support significantly but partially mediates the positive associations between PCF and these work-related variables.
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Introduction: Working from home has become increasingly prevalent due to the COVID-19 pandemic, creating new challenges for organizations and employees. According to the latent deprivation model proposed by Jahoda, work provides latent benefits alongside its material rewards, and losing such benefits leads to a decline in well-being. Organizational affective commitment, or affective commitment within the organization, is a prominent concept in organizational psychology that is linked to lower workforce fluctuation and increased work performance. The present research examined the impact of time spent working from home on affective commitment by examining Jahoda's "latent functions," including social contact and collective purpose, representing an innovative application of the latent deprivation model in the context of home office. Methods: Using an online questionnaire, we collected data from 456 participants (239 female and 217 male) who had been employed for at least 2 years and who had spent a proportion of their time working from home in March and April 2021. The data were analyzed using a path model, in which the potential adverse effect of time spent in home office on affective commitment to the workplace was mitigated by latent functions. Results: Specifically, we found that more time spent in home office was associated with a decrease in social contact, the impact of which on affective commitment was mediated through the perception of collective purpose. Discussion: Our findings emphasize the role of the latent benefits of work experienced by employees even when working from home, and the role of those benefits in supporting employees' commitment to the workplace. We argue that a deeper understanding of such factors is vital, as working from home is expected to remain widespread even after the pandemic.
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In our study, we investigated the change patterns in academics' servant leadership behavior and affective commitment during and after the first Covid-19 lockdown (April 2020-August 2020) in Malaysia. Furthermore, we evaluated the influence of academics' servant leadership behavior on job performance through affective commitment. We applied additional analyses to determine the degree to which the two former constructs are influenced by age and academic rank. To do so, we leveraged multivariate latent growth curve (LGC) modeling in analyzing the longitudinal data collected from 220 academics at three time points over a course of four months during the Covid-19 pandemic. Our results showed that, while servant leadership and affective commitment were stable over time, servant leadership was a driver of affective commitment and job performance. We also observed that affective commitment significantly mediated the relationship between academics' servant leadership behavior and job performance. Moreover, we found interindividual differences in servant leadership and affective commitment in terms of age and academic rank at the beginning of the Covid-19 lockdown. Our multi-disciplinary research is among the limited number of studies applying a rigorous, longitudinal approach to examine behaviors (i.e., servant leadership and job performance) and attitudes (i.e., affective commitment) during the Covid-19 pandemic in higher education research.
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Background: Organizational commitment is a critical element for employee retention, and poor commitment is highly associated with turnover. Healthcare workers commitment is influenced greatly by their perceived empowerment in the workplace. We aimed in this study to examine the workplace structural empowerment factors in predicting organizational commitment among healthcare workers during COVID-19 pandemic. Method: A cross-sectional self-administered survey, paper and pencil were used to collect data from the respondent healthcare workers. A total of 913 questionnaires were distributed and 739 (80.9%) response rate was obtained. PLS-SEM model was applied for data analysis and estimation of construct measurement in terms of multiple and interrelated dependent relationships between latent and indicator variables. Results: The results showed significant influence of information empowerment (beta = 0.309, t = 6.681, p < 0.001), work setting empowerment (beta = 0.124, t = 2.492, p < 0.013), and opportunity do you have for the activities in present job (OFTA) empowerment (beta = 0.174, t = 3.904, p < 0.001), on affective commitment. As for continuance commitment, only resources empowerment was found to have significant positive influence (beta = 0.110, t = 2.077, p < 0.038). On the other hand, there is a significant positive effect of information empowerment (beta = 0.296, t = 5.942, p < 0.001), and OFTA empowerment (beta = 0.121, t = 2.490, p < 0.013), on normative commitment. For different dimensions, information empowerment has the highest impact on affective commitment (beta = 0.309) followed by (OFTA) empowerment (beta = 0.174) and last work setting empowerment (beta = 0.124) while, for normative commitment, information empowerment (beta = 0.296) has more impact compared to OFTA empowerment (beta = 0.121). Overall, the model was able to explain 27.5% and 22.2% of correlations and variances in affective and normative commitments, respectively. Conclusion: The study showed significant predictive roles for higher level of information empowerment, OFTA, higher level of resources, and higher level of work setting empowerments, as significant predictors for organizational commitment.
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The focus of the present study was to better understand the psychological effects of the Covid-19 epidemic of employee furloughs. As one of the techniques for dealing with the relatively sudden and distressing effects of the pandemic, a relatively new employment status not commonly used before the crisis was implemented. Analysis of the data here showed that the decision to put employees on furlough has profound emotional effects associated with it including a negative impact on feelings of job security with withdrawal behavior as a potential outcome. Suggestions for reducing some of these negative consequences are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved)
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Higher education institutions (HEIs) have been embracing digital transformation for years, but the disruptive influence of the global COVID-19 pandemic has accelerated it. Despite the importance of organizational culture (OC) for the successful delivery of e-learning, empirical studies looking at its impact on academics' readiness and affective commitment to e-learning-induced changes are scant. This study unveils the underlying impacts of multiple employee readiness for change (ERFC) dimensions in the OC-employee affective commitment to change (EACC) relationship. Survey data were obtained from 1,200 Jordanian public HEIs' academics. Structural equation modelling was used to analyze the data, testing the study's six hypotheses. The findings offer a novel contribution by showing that OC types influence different dimensions of ERFC, each having a distinctive impact on EACC. It further shows that two ERFC dimensions, namely self-efficacy and personal valence, function as full mediators in the relationships between group culture/adhocracy culture and EACC.
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The COVID-19 pandemic that hit the world during 2019 has set an enormous challenge for the healthcare industry in B&H as well as for the entire world. The Healthcare industry was forced to find new strategies overnight to survive. This study aims to investigate the impact of transactional and transformational leadership styles on employees’ intention to stay in mediating the role of affective commitment in healthcare organizations in B&H during the COVID-19. This research has high implications for decreasing turnover in workplaces and increasing organizational commitment by contributing high commitment to the employees that will be more motivated and perform better. The data of the study were analyzed using SPSS (v20) software packages and mediation tests were applied, using 178 sample data from private healthcare institutions in B&H. The results indicate that effective commitment mediates the connection between transformational and transactional leadership and turnover intention. © 2022, Institute for Human Rehabilitation. All rights reserved.
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Purpose>This study aims to explore how corporate social responsibility (CSR) dimensions (i.e. economic;legal;ethical;philanthropic) foster employee creativity during the COVID-19 pandemic. Specifically, an attempt is made to investigate the mediating role of affective commitment to explain the above linkage.Design/methodology/approach>The survey data were collected from 167 employees in the emerging market of Saudi Arabia. The data was analysed using PLS-SEM for frequency, reliability, confirmatory factor analyses and structural equation modelling.Findings>The CSR dimensions, particularly the ethical and philanthropic dimensions, showed both direct and indirect effects on the creativity behaviour of employees during the COVID-19 pandemic. Moreover, affective commitment mediated the relationship between the legal, ethical and philanthropic CSR dimensions and creativity behaviour.Originality/value>This study enriches previous CSR empirical research and adds to current literature focused on the determinants of CSR dimensions' effectiveness;particularly, the research is set in a challenging scenario characterized by the pandemic. So, this paper extends previous studies by investigating under which key conditions CSR dimensions are most effective, in particular in two main directions. First, it contributes to the CSR literature by determining how various CSR dimensions influence creativity behaviour during a pandemic. Pandemics are events that occur regularly, and the COVID-19 pandemic, in particular, offers the opportunity to explore its effects on employees' behaviours in the current context. Second, the study's mediation findings contribute to new empirical evidence which suggests that affective commitment has a positive effect on the CSR dimensions of employee creativity behaviour during a pandemic in an emerging market.
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Purpose>The purpose of this study is to look at numerous mediating factors that influence innovative work behavior through cultural intelligence (CQ). The author specifically examines affective commitment, interpersonal trust and psychological well-being as three mediating pathways through which CQ predicts innovative work behavior (IWB).Design/methodology/approach>Data was collected from 355 employees working in the health-care sector of India through convenience sampling.Findings>Affective commitment, interpersonal trust and psychological well-being mediated the relationship between CQ and innovative work behavior. In addition, CQ positively relates to affective commitment (AC), interpersonal trust and psychological well-being and IWB.Practical implications>Managers and human resource (HR) professionals can potentially stimulate employee innovation by developing cultural awareness programs for their employees. An organization must seek to provide a sense of attachment, a trustworthy environment and a favorable perception of psychological well-being to its employees. This could stimulate innovation in the health-care sector.Originality/value>Although understanding the mechanism or processes by which CQ supports IWB is critical, research in this area is limited. This study theorizes and empirically examines affective commitment, interpersonal trust and psychological well-being as novel mechanisms through which CQ promotes innovative behavior in health-care organizations. Furthermore, the author presume that the intervening mediators guide the direction of social exchange.
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The COVID-19 pandemic brought about changes in the working world. One of the main strategies to cope with the economic situation during lockdowns was to furlough employees. In the current study, we propose that psychological contract breach and violation between the organization and the furloughed employee act as underlying mechanisms that explain the relationship between the employees' furlough status and the increase in their emotional exhaustion and decrease in affective commitment. Furthermore, we suggest that perceived organizational support can act as a buffer that attenuates the association between furloughed employment status and perceived contract breach. The study was conducted at two points in time: during the first lockdown and 4 months afterward (N = 336). Results supported the predicted indirect sequential associations. However, perceived organizational support served to buffer the relationship between furloughed employment status and perceived psychological contract breach only in the case of employees who continued to work.
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This study examined the impact of work-family conflict on subway employees' safety performance during the initial wave of the COVID-19 pandemic. We proposed a chain mediation model in which job burnout and affective commitment play mediating roles in this process. Using questionnaire data from 632 Chinese subway employees during February 2020, structural equation modeling analyses were performed. The analyses showed that work-family conflict had a significant negative impact on subway employee safety performance. Moreover, job burnout completely mediated the influence of work-family conflict on safety performance, while affective commitment only partially mediated the influence of job burnout on safety performance. These findings suggest the important role played by Work-Family balance during the pandemic and contribute to a deeper understanding of the inner mechanisms. We also discussed several practical implications for organizations to reduce the negative impact of work-family conflict on safety performance.
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Burnout, Professional , COVID-19 , Railroads , Burnout, Professional/epidemiology , Burnout, Professional/psychology , COVID-19/epidemiology , Family Conflict , Humans , Job Satisfaction , PandemicsABSTRACT
Purpose The purpose of this paper is to identify what attention science pays to CSR communication for the process of career orientation and employer decision-making by the critical sought after top talent. Design/methodology/approach The review is structured as a systematic literature review of the CSR-HRM intersection. In 11 EBSCO online databases one of several "CSR-terms" was combined with one of several "HRM-terms". Findings Although CSR has long been recognized as a relevant factor for organizational attractiveness (Greening and Turban, 2000) and talent attraction and its importance is reflected in the ongoing "war for talent" (Chambers et al., 1998) in which (prospective) leaders are considered a critical human resource for corporate success (Ansoff, 1965), few contributions are focusing on successfully recruited future leaders/high potentials. Practical implications There is a knowledge gap about the importance of CSR in high potential recruiting, which influences both resource-strong decisions on the company side and the communication behavior of applicants. Companies only know about a general CSR relevance for employees and applicants. Accordingly, no attention-optimized CSR communication can take place. In the highly competitive battle for the attention of high potentials, this leads to undifferentiated communication formats. At the same time, high potentials may not receive the CSR information of interest to them from an employer at the relevant time and therefore cannot present an optimal fit in the cover letters and thus cannot prove themselves as ideal candidates. Originality/value CSR is not only an obligatory field of communication for companies, but also a special opportunity in recruiting the young value-oriented generations Y and Z. The research on CSR communication in the course of their career decision has not been covered in a review so far, the research situation is thus explicitly addressed for the first time and practical implications for the post COVID-19 employer brand and recruiting communication are addressed.
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ZusammenfassungDie Diskussion über Vor- und Nachteile von Homeoffice hat durch die Corona-Pandemie neue Impulse bekommen: Auch Behörden haben ihren Mitarbeitenden die Möglichkeit eingeräumt, ins Homeoffice zu wechseln. Viele Studien zum Thema Homeoffice wurden mit Personen durchgeführt, die schon seit Jahren aus dem Homeoffice arbeiten. Es ist jedoch unklar, welche Konsequenzen ein plötzlicher Wechsel ins Homeoffice haben könnte. In diesem Beitrag wurde in einer Landesbehörde untersucht, inwieweit das Ausmaß an Homeoffice und die Möglichkeit seiner flexiblen Nutzung mit arbeitsbezogenen Variablen wie Zufriedenheit mit der Arbeit, soziale Unterstützung, affektives Commitment und Arbeitsunterbrechungen zusammenhängen. An der Onlinebefragung nahmen 477 Beschäftigte teil. Unsere Analysen zeigen, dass mehr Homeoffice mit weniger Arbeitsunterbrechungen einhergeht. Wir fanden keine signifikanten Zusammenhänge zwischen dem Ausmaß an Homeoffice und Arbeitszufriedenheit, affektivem Commitment oder sozialer Unterstützung. Es gab jedoch positive Zusammenhänge zwischen der Flexibilität des Arbeitsortes mit allen Ergebnisgrößen mit Ausnahme von Arbeitsunterbrechungen. Die Befunde liefern Evidenz für die Bedeutsamkeit der flexiblen Nutzung von Homeoffice und damit der wahrgenommenen Möglichkeit, selbst darüber zu entscheiden, ob im Homeoffice gearbeitet wird. Dies impliziert, dass Organisationen – Behörden inbegriffen – eine mitarbeiterorientierte Flexibilität brauchen, d. h. den Beschäftigten einen möglichst großen Handlungsspielraum bei der individuellen Ausgestaltung flexibler Arbeitsmöglichkeiten geben sollten.Alternate :The debate on the advantages and disadvantages of teleworking (i.e., working from home) has gained momentum during the Covid-19 pandemic: Even public authorities have given their employees the opportunity to switch to teleworking. Many studies on teleworking have been carried out with employees who have been teleworking for years. However, it is unclear which consequences a sudden shift to teleworking has. This article examines to what extent the use of teleworking and the possibility of its flexible usage are associated with work-related variables such as job satisfaction, social support, affective commitment and work interruptions. A total of 477 employees of a medium sized public agency took part in the online survey. Our analyses show that more teleworking is associated with fewer work interruptions. We did not find any significant association between the extent of teleworking and job satisfaction, affective commitment and social support. However, there were positive relationships between the perceived flexibility of the place of work with all outcomes with the exception of work interruptions. The findings provide evidence of the importance of the flexible use of teleworking and thus the perceived opportunity to decide for oneself whether to work from home. This implies that organizations—including public agencies—need employee-oriented flexibility, that is, they should give employees the greatest possible decision latitude on the individual use of flexible work options.
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Authentic leadership may matter more in today's American workplace due to the COVID-19 crisis. Now more than ever, leaders are faced with the task of being as transparent as possible to guide followers through this dark time in our society. This non-experimental study examined the relationship between the leader's authentic leadership and follower job satisfaction during a global pandemic in the American workforce. Authentic leadership consists of four dimensions;relational transparency, internalized moral perspective, balanced processing, and self-awareness. Job satisfaction consists of six facets: satisfaction with work, satisfaction with opportunity for promotion, satisfaction with supervisors, satisfaction with coworkers, satisfaction with pay, and satisfaction with job in general. The convenience sample for this study consisted of 309 participants in followership positions in the American workforce with ages ranging from 18-65. Participants completed a demographic survey questionnaire regarding age, gender, education level, ethnicity, and tenure with the organization. Participants assessed the perception of his/her leader's authentic leadership style and job satisfaction as measured by the Authentic Leadership Questionnaire (ALQ) and job satisfaction as measured by the Job Descriptor Index (JDI) respectively. A multiple regression analysis was conducted to determine the relationship between authentic leadership and follower job satisfaction during a global pandemic in the American workforce. This study explored six research questions. The first research question was "Is there a relationship between the leader's authentic leadership (transparency, internalized moral perspective (moral/ethical), self-awareness, balanced processing) and the followers' satisfaction with pay when controlling for age, gender, education level, ethnicity, and tenure with the organization during a global pandemic in the American workforce"? The remaining five research questions were similar with the only change being different facets of job satisfaction. Gender was a significant predictor of satisfaction with pay (R2 = .040, M>F). These findings indicate male participants of the study were more satisfied with pay than female participants of the study. Gender was also a significant predictor of satisfaction with opportunities for promotion (R2 = .058, M>F). These findings indicate male participants of the study were more satisfied with pay than female participants. Tenure with the organization, transparency, internalized moral perspective, balanced processing, and self-awareness were also significant of various job satisfaction facets in this study. (PsycInfo Database Record (c) 2022 APA, all rights reserved)