Perceptions of HR practices,person–organisation fit,and affective commitment: The moderating role of career stage

In a three‐wave survey study among 487 Dutch university employees, we examined how and when employees' perceptions of high‐performance work practices (HPWP) affect employee affective commitment. We proposed that perceived person–organisation (PO) fit mediates this relationship and that the relationships among perceptions of HPWP, perceived PO fit, and affective commitment differ across career stages. Our results confirm that perceptions of HPWP enhance PO fit perceptions and, in turn, strengthen affective commitment. Moreover, the relationship between perceptions of HPWP and perceived PO fit is only significant among employees in the advancement stage of their careers; however, direct comparison across different career stages reveals no significant differences in the HPWP–PO fit relationship. Furthermore, career stage partly moderates the relationship between PO fit and affective commitment, which is only significant among employees in the maintenance career stage. These findings have important implications for the literature on strategic Human Resource Management and PO fit.     

Strategic flexibility as a moderator of the relationship between commitment to employees and performance in service firms

This paper examines the fit between organizational commitment to employees (OCE) and strategic flexibility. The complementariness between these two factors originates from the fact that the effect of OCE on a firm's performance depends on the type of strategic flexibility. We argue that the greater the degree of strategic flexibility, the greater the positive effect of OCE on organizational performance. Using data from a random sample of 230 service firms, the empirical results partially support this hypothesis.     

The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment

This study investigates the relationships among administrative performance appraisal (PA) practices, perception of organizational justice and organizational commitment. The results obtained from 395 employees who work in manufacturing companies in Taiwan show that the implementation of administrative PA activities is highly associated with employee perception of organizational justice and that the level of perceived organizational justice is highly associated with the level of organizational commitment. The results also demonstrate that perceived organizational justice has a partial mediating effect on the relationship between administrative PA practices and organizational commitment. Theoretical and practical implications of these results are discussed.     

Differentiation strategy,high-performance human resource practices,and firm performance: moderation by employee commitment

Drawing on the inducement–contribution perspective, we examined a moderated mediation model demonstrating how differentiation strategy affected firm performance indirectly through high-performance human resource (HPHR) practices. Data were collected from 81 service firms in an eastern province of China. Path analytic tests supported the findings that employee commitment (EC) moderated the fully mediated relationship between differentiation strategy and firm performance through HPHR practices. Specifically, a stronger EC enhanced positive associations between differentiation strategy and HPHR practices, and between HPHR practices and firm performance.     

Emotional exhaustion and job performance: the mediating role of organizational commitment

We analyze the impact of emotional exhaustion (EE) on turnover intention, task performance and organizational citizenship behavior (OCB) among hospital nurses in China. The differential mediating effects of affective organizational commitment on the associations between EE and turnover intention, task performance and OCB were examined. Data were collected from both nurses and their supervising physicians using a questionnaire survey in Mandarin. The results revealed full mediation effect for turnover intention and for OCB directed at the organization. There was a significant indirect effect for OCB directed at individuals and no mediation effect for task performance.     

Multi‐foci CSR perceptions,procedural justice and in‐role employee performance: the mediating role of commitment and pride

This study explores differential employee responses to perceived corporate social responsibility (CSR) treatment of social and non‐social stakeholder foci of the community, customers, shareholders and environment along with first‐party employee justice perceptions. At a finance‐sector multinational, we test the mediating role of commitment and pride in accounting for the relationship between perceptions of stakeholder treatment and in‐role performance. We propose and pilot a new multi‐foci CSR measure and include this in a mediated model within a separate study. Socially responsible treatment of customers and the environment play a role in predicting performance; these foci are related to either pride or commitment. Community CSR, first‐party justice perceptions and commitment predict performance either directly or indirectly. Our research shows an absence of any positive employee response associated with CSR towards shareholders. The study uncovers new insights into our understanding of complexities in employee responses to CSR activities.     

Affective commitment within the public sector: antecedents and performance outcomes between ownership types

How to generate affective commitment and realize its performance potential is deemed critical to public management. But in the context of service outsourcing, does ownership type influence its antecedents and performance outcomes? Drawing on postal survey data for English leisure providers, we find training is an antecedent across public and private ownership types; performance appraisal is an antecedent for private ownership only; while performance-related pay carries an insignificant effect. Affective commitment holds business and customer performance outcomes for public ownership, but insignificant effects are observed for external ownership types. Implications of this contextual variation for public management theory are discussed.     

High and low performers' intention to leave: examining the relationship with motivation and commitment

By studying intrinsic sources of motivation, the current research extends theory development in the motivation and commitment field to examine when employees of varying performance intend to leave their organisation. Based upon a nation-wide study of retail banking employees in one of the largest Australian financial institutions (N = 784), we found that for high-performing employees with either a promotion focus or affective commitment, there was significantly reduced intention to leave. The relationship between affective commitment and intention to leave was not significantly strengthened by increases in promotion focus. Implications for development of theories focused on intrinsic sources of motivation and commitment as well as the practical implications for talent retention are discussed.     

关系强度对出口绩效影响的实证研究

以浏阳花炮生产企业为分析样本,将关系强度分为信任、关系承诺、合作性、灵活性和持久性5个维度,出口绩效分为战略出口绩效和财务出口绩效2个维度,利用结构方程模型研究生产企业与中间商的关系强度,对出口绩效各维度产生的影响进行了实证。     

The role of organizational culture in the relationship between leadership and organizational commitment: an empirical study in a Greek organization

The aim of this paper is to explore the nature of relationships between organizational culture and leadership behaviours in affecting employees' commitment to their work organization. Building on organizational commitment literature, this study used a survey methodology. Empirical evidence was obtained from 300 employees working in a large Greek service company. The analyses indicated that the culture orientations examined served as mediators in the relationship between leader behaviour and followers' affective and normative commitment to the organization. The findings also indicated that continuance commitment is a two-dimensional construct; the ‘personal sacrifices’ dimension was found to be related to organizational culture and transactional contingent reward. This research paper has key messages for practitioners contributing to the fields of commitment, organizational culture, leadership and human resource management.     

Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment

The topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often-overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study.     

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.     

Affective commitment among knowledge workers: the role of pay satisfaction and organization career management

Knowledge workers are highly sought after to help organizations establish their competitive advantage. However, getting them to want to stay with an organization is a challenge indeed. Furthermore, with claims that they are different from traditional workers, it remains unclear as to what will influence them to want to stay. Hence, the purpose of this paper is to determine whether pay satisfaction and career management (opportunity for skill enhancement and mentoring relationship) can influence the level of affective commitment among knowledge workers. Data measuring the abovementioned variables was gathered from 350 respondents representing varied occupation to ensure representation of all levels of knowledge work. Findings indicate that the proposed factors significantly influence the level of affective commitment among knowledge workers engaged in low knowledge work category. For their counterparts involved in high knowledge work, these factors had minimal influence. This paper implies that organizations should refrain from employing generic strategies to improve affective commitment among knowledge workers. Instead, attention should be paid onto the level of knowledge work when selecting the appropriate strategy. This paper incorporated the micro-level characteristic of knowledge work to traditional relationship with emphasis on how different strategies appeal to different knowledge work categories.     

Devaluating projects and the investment–uncertainty relationship

Sarkar (2000. On the investment–uncertainty relationship in a real options model. Journal of Economic Dynamics and Control, 24, 219–225) analyzes the investment–uncertainty relationship in a real-options model demonstrating that the widely accepted conclusion that uncertainty harms investment can be reversed. Wong (2006. The effect of uncertainty on investment timing in a real options model. Journal of Economic Dynamics and Control, forthcoming) confirms this point showing that more uncertainty can reduce the expected time to exercise the investment option. This paper deals with such an issue and attempts to integrate both Sarkar's and Wong's analysis.For risk-neutral investors, we show that uncertainty can favor investment only if projects devaluate over time. This conclusion does not hold in a CAPM framework, where we demonstrate that the relationship uncertainty/investment can be positive (a) even when the investment threshold increases with uncertainty and (b) in the case of projects negatively correlated with the market portfolio.     

Exploring the relationship between job satisfaction and organizational commitment: an instrumental variable approach

Abstract

The possible role of job satisfaction (JS) on organizational commitment (OC) has been a very important and hotly debated topic among experts. However, existing studies have yielded mixed results potentially due to utilization of small datasets, different methodological designs, estimation techniques that do not control for potential endogeneity between the variables, or a combination of these issues. Using a large matched employer-employee data-set from Britain (WERS2011), we find that increases in employees’ JS positively influence OC. We also show that this relationship holds when an instrumental variable framework (IV ordered probit/IV probit) is adopted to take into account the potential endogeneity of JS. However, throughout the analysis, the IV estimates are smaller in magnitude in comparison to where JS is considered as an exogenous variable. Moreover, utilising a two-stage probit least square (2SPLS) estimator, we support our previous findings i.e. increased JS is likely to lead to enhanced OC, but we also show that greater OC leads to higher levels of JS suggesting that JS and OC are likely to be reciprocally related. Overall, the IV estimates confirm the importance of addressing the endogeneity issue in the analysis of the relationship between JS and OC.     

High commitment HRM and organizational and occupational turnover intentions: the role of organizational and occupational commitment

Using data from 41 managers and 143 chefs from 41 Indonesian restaurants, we examined whether High Commitment Human Resource Management (HCHRM) is negatively related to chefs’ organizational (ORTI) and occupational turnover intentions (OCTI). In addition, we examined whether organizational commitment (ORC) mediates the HCHRM–ORTI relationship and occupational commitment (OCC) moderates the HCHRM–OCTI relationship. Results from hierarchical level modeling analyses (chefs nested in restaurants) showed that HCHRM is negatively related to both chefs’ ORTI and OCTI. In addition ORC mediates the HCHRM–ORTI relationship, and OCC moderates HCHRM–OCTI relationship. These results have important implications in terms of the unique role the two foci of commitment play in the HCHRM–ORTI and OCTI linkages.     

The relationship between perceived compensation,organizational commitment and job satisfaction: the case of Mexican workers in the Korean Maquiladoras

Expatriate literature has generally favoured home country factors to understand expatriate success. In this paper, we contribute to the field by shifting our focus to the host country workforce (HCW). We use equity theory to examine the effects of perception gaps in compensation between HCW and expatriates on organizational commitment and its impact on job satisfaction and job performance. Based on field surveys and in-depth interviews of Korean expatriates as well as Mexican workers, results provide support for our hypothesis that significant perception gaps exist in compensation. The finding that compensation gap was significantly related to affective commitment only is of crucial importance. Our results also suggest that only affective commitment is positively related to job satisfaction and performance. We discuss research as well as managerial implications.     

Developing cost management in customer–supplier relationships: three case studies

This study describes cost management development projects in three customer–supplier relationships and analyzes these projects from the perspective of relationships. Differences in suppliers’ objectives, actions taken, and results gained in the projects were found in the explorative study, although the customer's objective was the same in all cases. The use of cost information depended on the balance of power between firms, on the trust between personnel, and on the volume of the firms’ mutual business.     

Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Abstract

The antecedents and outcomes of organizational commitment (OC) have been studied extensively over the last three decades. While the majority of research has focused on the OC of employees working in organizations based in a single country or region, studies have also emerged examining the OC of employees working in multinational corporations (MNCs). However, there has been no attempt to comprehensively review and synthesize the literature in this area, limiting our understanding on how to effectively manage OC in MNCs. The present study conducts a systematic review of empirical literature on OC in the MNC context. We review literature on the theoretical foundations, antecedents and outcomes of OC in MNCs, and evaluate empirical papers that expand our understanding of the nomological network of constructs to which OC is related in the MNC context. Building on the review, we then present a future research agenda, which targets opportunities for empirical and theoretical advancement of research on OC in the MNC setting.