摘要 :
We investigated employee commitment to the supervisor and supervisor commitment to the employee within employee-supervisor dyads. We examined the relationships among four commitment mindsets (affective, normative, continuance-sacr...
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We investigated employee commitment to the supervisor and supervisor commitment to the employee within employee-supervisor dyads. We examined the relationships among four commitment mindsets (affective, normative, continuance-sacrifices, and continuance-alternatives) across members of the dyads and their relationships to employee job performance. Using a sample of 300 employee-supervisor dyads from health care organizations, HLM analyses revealed that supervisor positive commitments (i.e., affective, normative, continuance-sacrifices) generally related significantly to employee positive commitments. Moreover, supervisor commitment moderated the relationship of employee affective commitment to job performance, such that when supervisor affective, normative, and continuance-sacrifices commitments were high, the relationship between employee affective commitment and performance was weaker. We discuss the implications of these findings for the understanding of employee-supervisor relationships.
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摘要 :
The employee’s innovative behavior plays an important role in the process of hotel operation. The purpose of this study was to examine the mechanisms by which hotel industry employees’ commitment affects innovative behavior, exa...
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The employee’s innovative behavior plays an important role in the process of hotel operation. The purpose of this study was to examine the mechanisms by which hotel industry employees’ commitment affects innovative behavior, examining the mediating role of job involvement and the moderating role of superior-subordinate guanxi (SSG). The study collected 127 hotel supervisors’ questionnaires and 694 hotel employees’ questionnaires from Shandong Province. Results show that employees’ organizational and supervisor commitments would affect their innovative behavior, whereas job involvement plays as a mediating role. Moreover, SSG present a moderating effect onto employees’ job involvement and innovative behavior. Employees with high SSG show a better innovative behavior on low job involvement than those with low SSG on a high job involvement. Our research has enriched and expanded the study of innovative behavior and SSG, and is an important guide for managers in the hospitality industry.
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Purpose - The purpose of this paper is to address the question "what is the relationship between employees' perception on training and employees' organisational commitment?" using the widely accepted theories of three-component mo...
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Purpose - The purpose of this paper is to address the question "what is the relationship between employees' perception on training and employees' organisational commitment?" using the widely accepted theories of three-component model of organisational commitment and training-related variables. Design/methodology/approach - This study utilises the survey methodology approach. The study design is an associational descriptive research designed to identify the relationship between employees' training measured by five training variables (perceived availability of training, motivation to learn in training, perceived co-worker support for training, perceived supervisor support for training and perceived benefits of training) and employees' organisational commitment measured by three organisational commitment components (affective commitment, continuance commitment and normative commitment). The target population of this study consisted of academic staffs of one of the faculty in a public university in Malaysia. The name of the University is not disclosed due to the request from the management of the University. Comprehensive sampling approach was used in this survey, whereby the survey was distributed to all the target population. This approach was chosen to ensure higher response rate from the respondents. The target population is academic staff and 60 responses were analysed. Findings - Findings from the study revealed a significant and positive relationship between the training-related variables (availability of training, motivation to learn, co-worker support for training, supervisor support for training and benefits of training) the affective and normative commitment components of the organisational commitment; while a non-significant relationship with continuance commitment. Additionally, the results of the study revealed that the best predictor of affective commitment is co-worker support for training followed by availability of training. For normative commitment, the best predictor was availability of training. Research limitations/implications - Although this study was conducted in the education industry, the results of this study were consistent with previous studies conducted in western countries and the few studies conducted in some Asian countries such as Qatar, China, Australia and Malaysia that are non-education industries. However, the study was conducted in a single university in Malaysia and therefore results of the study may not be generalisable to all higher institutions nor the universities excluded in the sample. The study was limited to academic staffs, and does not involve other employees such as non-academic staff. Therefore the result may not be generalisable to those excluded staff as training policies, skills and knowledge requirement among various staff categories differ. Practical implications - This study has indicated that co-worker support for training and supervisor support of training enhance emotional attachment/sense of belonging (i.e. affective commitment) and loyalty (i.e. normative commitments) among academic staff. Thus in this view the university authority could create an environment where there is a strong encouragement by colleagues and supervisors towards participating in training activities. Supervisors in the context of this study refer to HoDs, Deans, head of research groups, etc. This research has also revealed that availability (or access) to training has a strong relationship with both affective and normative commitments; with availability of training a strong predictor of the former type of commitment. Therefore the university through supervisors can play a role in publicising the availability of training to the academic staff. The university can also design more in-house training and development programmes/activities as well as encourage and financially support external training programmes that will enhance the academic staff teaching and research skills. Such move by the university could be perceived by the academic staff as support and care which ultimately leads to better organisational performance. Originality/value - This is a pioneering study on perception on training towards organisational commitment among academic staff in a public university in Malaysia. The result of this study will spur public universities in Malaysia to find ways to improve their training plan and design to achieve maximum satisfaction among the academician.
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摘要 :
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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The present study simultaneously examined people's perceptions of person-organization (PO) and person-supervisor (PS) fit and related these perceptions to employees' commitments. Three-hundred-and-sixty employee-supervisor dyads f...
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The present study simultaneously examined people's perceptions of person-organization (PO) and person-supervisor (PS) fit and related these perceptions to employees' commitments. Three-hundred-and-sixty employee-supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees. Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader-member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person-environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits.
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While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader-member exchange (LMX) and cultural logic, this study posits diffe...
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While subordinates' commitment to the supervisor is highly desirable, the routes to achieve this might vary in different cultures. Drawing on the theories of leader-member exchange (LMX) and cultural logic, this study posits different interaction effects for subordinates' perceived supervisor integrity and support on commitment to the supervisor in cultures with different expectations of personal integrity. The results indicate that an additive effect can be observed for American subordinates: perceived supervisor support increases commitment to the supervisor to a greater extent when a high degree of supervisor integrity is also perceived. In contrast, a compensatory effect can be observed for Chinese subordinates: perceived supervisor support increases commitment to the supervisor more when a lower degree of supervisor integrity is perceived. Our findings shed light on cultural differences in the psychological mechanisms of employees' relationship with their supervisors. Theoretical and practical implications for the effectiveness of Asian leadership are discussed. (C) 2014 Elsevier Inc. All rights reserved.
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Research has consistently shown that organizational hardship (e.g., role ambiguity and conflict, work overload, organizational injustice) has a negative effect on organizational commitment. However, we posit that receiving help wh...
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Research has consistently shown that organizational hardship (e.g., role ambiguity and conflict, work overload, organizational injustice) has a negative effect on organizational commitment. However, we posit that receiving help when combatting hardship can reverse that effect. More specifically, employees who face hardship, but receive supervisory support to oppose it, are even more engaged than employees who do not face hardship. These ideas are confirmed by empirical tests on a multinational sample of 2,742 salespeople who participated in a survey, and on a sample of 45 business students who participated in a vignette experiment.
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This study investigates the role of the supervisor as a determining factor in helping public employees in contact with citizens (customers) to deliver better service. Data were collected using public employees in contact with cust...
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This study investigates the role of the supervisor as a determining factor in helping public employees in contact with citizens (customers) to deliver better service. Data were collected using public employees in contact with customers (N = 228). Overall, findings supported predictions of the study and were consistent with social exchange theory premises. Thus, within public organisations, public employees demonstrate willingness to commit to customers when they feel supported by the immediate superior. This study suggests that improvements to the physical work environment are one way to support employees. Implications of the findings are discussed.
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Drawing from role theory and structural functionalism, we examined the temporal relationship between employees' affective commitment to the organization (ACO) and affective commitment to the supervisor (ACS) and how these commitme...
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Drawing from role theory and structural functionalism, we examined the temporal relationship between employees' affective commitment to the organization (ACO) and affective commitment to the supervisor (ACS) and how these commitments affect turnover. We further examined perceived supervisor-organization value congruence as a moderator. In Study 1, a three-wave panel study (N = 317), we found longitudinal change in ACO to result in a temporal change in ACS, suggesting ACO precedes ACS. Study 2 (N = 272) extended this result by looking at the relationships of these commitments to turnover and perceived supervisor-organization value congruence as a moderator. ACS mediated a negative relationship between ACO and turnover. Moreover, ACO's relationship with ACS and indirect relationship with turnover were stronger at high levels of supervisor-organization value congruence.
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A recent trend in commitment research has been to use person-centered analytic strategies to identify homogeneous subgroups with varying configurations of commitment mindsets (affective, normative, continuance) or targets (e.g., o...
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A recent trend in commitment research has been to use person-centered analytic strategies to identify homogeneous subgroups with varying configurations of commitment mindsets (affective, normative, continuance) or targets (e.g., organization, supervisor, team). A person-centered approach takes a more holistic perspective than the traditional variable-centered approach and can reflect potentially complex interactions among commitment mindsets and/or targets. We extend application of the person-centered approach to investigate profiles of commitment to two interrelated targets, the organization and supervisor, in two studies (Ns = 481 and 264) involving Belgian university graduates. Using latent profile analyses, we found that a similar 5-profile model fit best in both studies. The mindset pattern for the two targets was similar for some profile groups, but differed for. others. The groups differed on perceived organizational and supervisory support and voluntary turnover largely as expected from commitment and support theory. Implications for future research and management practice are discussed. (C) 2015 Elsevier Inc. All rights reserved.
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