ABSTRACT
This study aims to examine the relationship between perceived ethnic discrimination by migrant workers (applicants for international protection) and continuance commitment, and to analyze whether this relationship is mediated by self-esteem. In addition, it aims to contribute to the literature on the organizational outcomes of perceived ethnic discrimination. This research was conducted through a questionnaire survey of 411 migrants who applied for international protection in Turkey. As a result of the study, perceived ethnic discrimination was found to be a predictor of continuance commitment and self-esteem. In addition, it was observed that self-esteem has a mediating role in the relationship between perceived ethnic discrimination and continuance commitment. The results offer important implications for organizations and organization managers on how migrant workers should be managed and which issues require specific attention. The application of the study on migrant workers and the examination of these variables provide important contributions and practical implications to the literature. In addition, this is a rare study that examines the mediator model with the variables specified in the model using social identity theory, which has not yet been widely covered in existing literature.
ABSTRACT
Authentic leadership has become increasingly important in the literature, attracting the attention of many scholars in the last decade. This study adopted an employee-centered perspective to guide its examination of the relationship between authentic leadership and individual performance and investigation of the sequential mediation of employees' affective commitment and individual creativity. An analysis was conducted of data collected from 214 employees working in different business sectors. The results reveal a statistically significant positive relationship between authentic leadership and employees' workplace performance, which are both directly connected and indirectly linked through the two proposed psychosocial mechanisms. The findings thus indicate that authentic leadership reinforces workers' emotional connection with their organizations, thereby increasing their individual creativity and, subsequently, promoting better on-the-job performance. This study presents new and significant results since, on the one hand, it relied on a sequential mediation analysis of variables and, on the other hand, integrated the four main constructs into a single model. The proposed model displays the chain of effects between authentic leadership, affective commitment, individual creativity, and employee workplace performance. Implications for organizational management are discussed.
