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Employees' commitment to their organization is increasingly recognized as comprising of different bases (affect-, obligation-, or cost-based) and different foci (e.g., supervisor, coworkers). Two studies investigated affective and...
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Employees' commitment to their organization is increasingly recognized as comprising of different bases (affect-, obligation-, or cost-based) and different foci (e.g., supervisor, coworkers). Two studies investigated affective and normative commitment to the organization, supervisor and coworkers in the Turkish context. The results of Study 1 confirmed that employees differentiate between affect versus obligation-based commitment towards the organization, supervisor and coworkers. Study 2 tested the "cultural hypothesis" which argues for the moderating influence of collectivistic values on the relationship between person (local) commitments and organizational-level (global) outcomes. The results failed to support the cultural hypothesis and showed that commitment to organization was predictive of organizational-level outcomes (e.g., turnover intentions), and commitment to supervisor was predictive of supervisor-related outcomes (e.g., citizenship towards supervisor). These findings suggest that the influence of culture may be less straightforward and may require a more sophisticated measurement of the nature of relationships and organizational characteristics in general.
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Purpose Coworking spaces (CWS) are a globally increasing phenomenon of new shared work environments used by freelancers, entrepreneurs and small companies that often work in information technology and creative industries. The purp...
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Purpose Coworking spaces (CWS) are a globally increasing phenomenon of new shared work environments used by freelancers, entrepreneurs and small companies that often work in information technology and creative industries. The purpose of this study is to examine coworkers' knowledge sharing (KS), focusing on attitude, behavior and individual creativity. Several theoretical perspectives are deployed for factors influencing KS.
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Employee commitment is an important issue for both practitioners and academicians. Although antecedents of employee commitment have been examined in previous literature, organizational support, which is an important organizational...
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Employee commitment is an important issue for both practitioners and academicians. Although antecedents of employee commitment have been examined in previous literature, organizational support, which is an important organizational characteristic to be developed by managers, and its relationship with employee commitment have not attracted enough academic attention nowadays. Meanwhile, enough empirical evidence of relationship between various dimensions of employee commitment, such as affective and normative commitments is not there. This article focuses on exploring the relationships among organizational support, affective commitment, and normative commitment, based on the data from the hotel industry of China. The results indicate that affective commitment has significant positive effect on normative commitment. Among the three dimensions of organizational support, i.e. managerial support, coworker relationship, and role ambiguity, managerial support has the greatest influence on employee commitment. Theoretical discussions and practical implications have also been provided.
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? 2022 Elsevier Inc.Background: Various technological, economic, and regulatory factors are creating opportunities for pharmacy technicians to take on additional responsibilities. Technicians in the broader sense have indicated a ...
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? 2022 Elsevier Inc.Background: Various technological, economic, and regulatory factors are creating opportunities for pharmacy technicians to take on additional responsibilities. Technicians in the broader sense have indicated a preference for expanded scope of duties; however, it is not known what drives technicians' greater inclinations to accept these new roles. Objective: The purpose of this study was to determine the association of various work-related factors, such as co-worker support, pharmacist-leadership style, future uncertainty, their own organizational commitment, and personal characteristics of technicians, including their resilience, on pharmacy technicians' willingness to take on emerging responsibilities in pharmacy. Methods: A self-administered questionnaire survey was disseminated through email to a national, randomized sample of 3000 technicians certified through the National Healthcareer Association (NHA). The questionnaire solicited data on willingness to participate in either of 13 emerging responsibilities as well as resilience, perceived transformative leadership behaviors of supervising pharmacists, future uncertainty, coworker support, organizational commitment, and various personal and practice-related variables. Following the use of principal component analyses for item purification and summation of various scale responses, inferential analyses were conducted via independent sample t-tests, one way analyses of variance, and Pearson's product moment correlation, as appropriate. Results: From 2906 surveys delivered, 878 were returned, with 745 of them providing completed responses on willingness to participate in emerging responsibilities. Willingness on most items/responsibilities was highly rated, with many means being at least 4 on a 5-point scale, though some were lower and perhaps a reflection of less exposure to these by way of their personal experience orpractice setting. Technicians' resilience, their coworker support, organizational commitment, and perceived transformative behaviors undertaken by their supervising pharmacists were all highly associated with willingness to engage. Conclusions: Pharmacists, pharmacy technician peers, and organizations can contribute to a culture that is supportive for pharmacy technicians and may serve to encourage commitment, resilience, and willingness to embrace new, or emerging responsibilities.
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This study investigated whether both supervisor and coworker support may be positively related to affective commitment to the organization on one hand; and on the other hand, it examined the moderating effect of job resource adequ...
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This study investigated whether both supervisor and coworker support may be positively related to affective commitment to the organization on one hand; and on the other hand, it examined the moderating effect of job resource adequacy and ambient conditions on these relationships. The sample included 215 participants working within a health care organization. Results of regression analysis showed that supervisor and coworker support have an additive effect on affective commitment. Hierarchical regression analyses indicated that supervisor and coworker support are more strongly related to affective commitment when job resource adequacy is high. Furthermore, ambient conditions moderate the relationship between supervisor support and affective commitment in such a way that favorable ambient conditions strengthen this relationship. Overall, these findings reinforce the importance of taking into account contingent factors in the study of antecedents of affective commitment to the organization.
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We assessed the role of social support in presenteeism by examining organizational commitment among Chinese healthcare workers. One thousand four hundred thirty-four healthcare workers from 6 hospitals in 4 Chinese cities complete...
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We assessed the role of social support in presenteeism by examining organizational commitment among Chinese healthcare workers. One thousand four hundred thirty-four healthcare workers from 6 hospitals in 4 Chinese cities completed a questionnaire measuring presenteeism, social support, and organizational commitment. With organizational commitment as the mediator, regression analyses and structural equation modeling were used to test the model. Organizational commitment was directly inversely associated with presenteeism (β = ??0.42, p 0.05). The correlation between supervisor support and coworker support was significant (β = 0.71, p <0.001). Supervisor support and coworker support were significantly positively associated with organizational commitment (β = 0.41, p < 0.001, and β = 0.14, p < 0.001, respectively). Supervisor support was more important in promoting organizational commitment, while coworker support was more effective in reducing presenteeism. The mediating effect of organizational commitment was significant.
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Given that high-intensity telecommuters report feeling socially isolated, this study uses structuration and constructivist theories to examine the role of coworker relationships and informal communication in the context of high-in...
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Given that high-intensity telecommuters report feeling socially isolated, this study uses structuration and constructivist theories to examine the role of coworker relationships and informal communication in the context of high-intensity telecommuting. Tele-workers' organizational commitment, job satisfaction, informal communication with peers, and coworker liking were examined. Coworker liking was positively related to teleworkers' informal communication satisfaction with coworkers, and with their organizational commitment and job satisfaction. Complaining talk was negatively related to teleworkers' commitment and satisfaction; informal communication satisfaction was positively related to organizational commitment. Coworker liking moderated the effect of teleworkers' complaining talk on organizational commitment, but not job satisfaction. The buffering effect of coworker relationships is discussed as a resource for organizational members engaged in high-intensity telecommuting.
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Across three studies, we examined whether and to what extent experiencing abusive supervision leads employees to feel dehumanized by their organization and explored the consequences of this relationship. First, an experimental stu...
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Across three studies, we examined whether and to what extent experiencing abusive supervision leads employees to feel dehumanized by their organization and explored the consequences of this relationship. First, an experimental study manipulating abusive supervision shows that abusive supervision leads to organizational dehumanization perceptions, which in turn have negative consequences (i.e., decreased employees' job satisfaction, affective commitment, and increased turnover intentions). Based on a cross-lagged panel design, Study 2 confirmed the directionality of the relationship between abusive supervision and organizational dehumanization, by showing the antecedence of abusive supervision on organizational dehumanization. Finally, the results of Study 3 indicated that the indirect effects of organizational dehumanization in the relationships between abusive supervision on the one hand and job satisfaction, affective commitment, and turnover intentions on the other hand are moderated by perceived coworker support.
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This article proposes a research model that explores the social factors affecting knowledge sharing and employee engagement and examines the mediating role of knowledge sharing on employee engagement. Data was collected from 191 e...
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This article proposes a research model that explores the social factors affecting knowledge sharing and employee engagement and examines the mediating role of knowledge sharing on employee engagement. Data was collected from 191 employees from a large holding company and the research model was empirically tested using partial least squares analysis. The results show that coworker congruence, organizational commitment, and participative decision-making affect knowledge sharing and employee engagement. The findings also reveal that knowledge sharing has a full mediation effect between coworker congruence and employee engagement and between decision-making and employee engagement. In addition, knowledge sharing also has a partial mediation effect between organizational commitment and employee engagement. This study is a pioneering attempt to understand the effects of social factors on knowledge sharing and employee engagement. The findings of this study will be helpful to organizations using knowledge sharing systems as mechanisms to promote knowledge sharing and employee engagement.
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Purpose Procedural justice (PJ) is a meaningful predictor of prosocial behavior. This study expands prior studies by theorizing and empirically validating the potential multi-level effects of PJ on the h...
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Purpose Procedural justice (PJ) is a meaningful predictor of prosocial behavior. This study expands prior studies by theorizing and empirically validating the potential multi-level effects of PJ on the helping behavior of group members. Specifically, we examined the effects of individual PJ perceptions and group-level PJ climate on helping behavior. We further propose theoretically plausible mediators of the PJ-helping relationship and the potential moderating functions of the PJ climate strength.
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