Affective commitment and turnover intentions among healthcare professionals: the role of emotional exhaustion and disengagement

This paper utilises the conservation of resources theory to examine the mediating role played by disengagement in the relationships between emotional exhaustion, affective commitment and turnover intentions among healthcare professionals. Structural equation modelling was conducted on data obtained from 302 healthcare professionals in a major Australian cancer hospital. Our findings demonstrate that disengagement fully mediates the relationships between emotional exhaustion and both affective commitment and turnover intentions. Recommendations for future research are suggested and practical implications discussed.     

Comparing the impact of management support on police officers’ perceptions of discretionary power and engagement: Australia,USA and Malta

Abstract

This paper uses Social Exchange Theory as a lens for comparing the impact of management support upon police perceptions of discretionary power and employee engagement, across three countries. A survey-based, self-report process collected data from 193 police officers in Australia, 588 from the USA, and 249 from Malta. Structural equation modelling was used to analyse the data. The findings suggest a significantly different management support context across the three countries, as well as significantly different perceptions of discretionary power. Across the three countries, police perceived relatively poor satisfaction with organizational management support and only some engagement levels. However, USA police perceived significantly more discretionary power than the other country samples. These findings provide greater clarity about the link between management support, discretionary power and engagement for the police officers. Since employee engagement likely affects policing outcomes, the findings suggest that poor management support of police officers could negatively affect the provided service. Potential strategies to enhance police engagement include (a) training police managers about how to manage so as to promote greater engagement, and (b) modifying police managers’ performance indicators in line with achieving better police engagement.     

Antecedents of well-being: a study to examine the extent to which personality and emotional intelligence contribute to well-being

In the debate surrounding the relationships between HRM and performance, there is an argument suggesting that a focus on understanding the role of employee attitudes and behaviours may elicit valuable insights into performance drivers. In examining individual behaviour and performance links, there is evidence that well-being plays a significant role. Other notable performance antecedents are personality and emotional intelligence (EI). This paper explores the relationships between these variables and reports the findings from a study of 156 managers. Results show relationships between well-being and EI as well as with personality, although EI explained variance beyond personality dimensions. The implications for HR of these findings are discussed.     

The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment

The purpose of this study was to investigate the impact of a bundle of eight human resource management practices on intention to leave, and to examine the mediating effect of organizational commitment on the relationship between the HRM practices and intention to leave of employees of a service organization in India. Most of the prior HRM practices–employee turnover studies have been from the HR manager's point of view. This study took a different approach and studied this relationship from an employee's point of view. Internet survey questionnaires were used to collect the data from 183 employees working in a service company in India. Multiple linear regression and hierarchical linear regression analysis were conducted to test the hypotheses. The study found not only that the HRM practices lower employee intentions to leave, but also that this relationship is partially mediated by organizational commitment. The results of the study not only supported that organizations should focus on employee perceptions of the organizations' HRM practices but also indicated that human resources should go beyond establishing policies and procedures to providing an employee-friendly work environment (Biswas and Varma 2007).     

Co‐workers' voice climate and affective commitment towards the team: A test of mediation and moderation

This article examines the consequences of co‐workers' voice climate, defined as a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the ability to participate in decision making inside teams. We argue that co‐workers' voice climate may influence individuals' perception of quality of social exchange with the team, operationalised through team–member exchange. These high‐quality exchanges with the team should, in turn, promote higher individual affective commitment towards the team. Furthermore, we hypothesised that the social exchange with the supervisor, operationalised through leader–member exchange, buffers the effect of co‐workers' voice climate on team–member exchange. These hypotheses were tested using a sample of 183 employees belonging to 31 teams. Our findings supported the theoretical model that was proposed, attesting to the importance of considering co‐workers' justice climate in the prediction of individual work attitudes. The theoretical and practical implications of these results are discussed.     

The consequences of dual and unilateral commitment to the organisation and union

This article examines the pattern and consequences of commitment to organisation and union amongst union members in a UK National Health Service Trust. Those who perceived the industrial relations climate as positive were more likely to be dually committed to both organisation and union. As anticipated, union commitment predicted union citizenship behaviours and intent to quit the union. However, organisational commitment predicted intent to quit the organisation but not organisational citizenship behaviour, which was predicted by union commitment. Findings suggest that those with a unilateral commitment to the union are more likely than the dually committed to engage in citizenship behaviours aimed at helping fellow members and colleagues, perhaps because they feel unconstrained by any strong loyalty to the organisation.     

The impact of equity markets and corporate governance on labour market flexibility

Drawing from various literatures, this article explores links between equity markets and labour market flexibility. Various data sources are used to test relationships for a set of OECD countries, controlling for other likely influences on flexibility such as government and industrial relations institutions. The results are generally supportive as regards employment flexibility: equity market trading activity is associated with shorter job tenure, higher activity rates, and greater employment change over the cycle. However, the relationship between equity markets and pay flexibility is less statistically robust to the addition of controls.     

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange (LMX). We tested whether this joint role is essential to when LMX leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of LMX with psychological empowerment is stronger when the employment relationship is consistent with LMX quality. Results indicated that psychological empowerment mediates the relationship between LMX and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and LMX. Nevertheless, the findings also suggest that resources from LMX compensate for employment relationships with low resources. Our findings contribute to scholars’ understanding of the joint role of HRM systems and leader behaviors.     

Public service motivation and customer service behaviour: testing the mediating role of emotional labour and the moderating role of gender

ABSTRACT

Prior research indicates that public service motivation (PSM) provides a motivational base for effective emotion regulation. This study extends this body of research by investigating how service workers in different gender groups regulate their emotions during service transactions. Analysis of survey data from public service workers in Thailand showed that ‘deep acting’ is the primary emotional labour strategy-linking PSM and customer service behaviour (CSB), whereas ‘surface acting’ does not play a mediating role. The results further revealed that PSM has a stronger association with male workers’ CSB only via deep acting. Theoretical and practical contributions are discussed.     

福利满意度对员工工作态度的影响机理分析

福利满意度作为员工对企业福利制度和措施的一种感受和评价,对员工的工作态度和行为产生很重要的影响。文章分析了福利满意度对企业员工工作态度及行为的影响机理,并指出人力资源管理者在提高员工福利满意度,端正员工的工作态度,减少员工离职行为的过程中应当注意的问题。     

Work experiences,work adjustment and psychological well-being of expatriate employees in Hong Kong

This study replicated and extended research on expatriate work adjustment by examining the antecedents of work adjustment and its outcomes in terms of psychological well-being. Data were obtained from a nationally heterogeneous sample (N = 184) of expatriate employees in Hong Kong using a structured questionnaire. Results of regression analysis revealed role conflict to be significantly negatively related to work adjustment, while role discretion, co-worker support and work-method ambiguity (clarity) were significantly positively related to work adjustment. Of the three hypothesized outcomes, work adjustment was significantly positively related only to job satisfaction but not to quality of life and marital adjustment. Though not the focus of this study, interaction adjustment was found to be significantly positively related to quality of life. Limitations of the study and implications of the findings are discussed.     

New public management and organisational commitment in the public sector: testing a mediation model

This paper focuses on the attitudes of learning professionals towards New Public Management (NPM). In a survey of the UK further education sector (n = 433), NPM beliefs were found to be positively associated with both affective and normative organisational commitment. However, as expected, NPM beliefs were not found to be related to continuance organisational commitment. The results also show that although perceived organisational support mediates the relationship between NPM beliefs and affective organisational comment, it is only a partial mediator of the relationship between NPM beliefs and normative organisational commitment. The theoretical and practical implications of these findings, and potential directions for future research, are discussed.     

The impact of corporate entrepreneurship and high-performance work systems on employees' job attitudes: empirical evidence from Greece during the economic downturn

In turbulent times, corporate entrepreneurship (CE) and high-performance work systems (HPWSs) are expected to expand and flourish. However, research on the influences of both CE and HPWSs on employees' job attitudes has generally been neglected. The aim of this study is twofold. First is to investigate the effects of CE and HPWSs on facets of job satisfaction and the three components of organisational commitment. Second is, consistent with the social exchange theory, to examine whether psychological contract act as an important mediator for the CE, HPWSs and employees' job attitudes relationships. Empirical evidence was obtained from 424 employees in the Greek manufacturing industry. Results indicate that both CE and HPWSs positively impact employees' level of job satisfaction and organisational commitment. In addition, we find evidence that psychological contract theory provides a coherent theoretical framework for understanding these relationships. Theoretical and practical implications for HR managers conclude the article.     

Human resource management systems,employee well-being,and firm performance from the mutual gains and critical perspectives: The well-being paradox

In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well-being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis-synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well-being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.     

HR practices and turnover intention: the mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia

This study examined the mediating effects of organizational commitment (OC) and organizational engagement (OE) on the relationship between human resource (HR) practices (career management, performance appraisal, compensation, person–job fit and job control) and turnover intention. A total of 457 employees working in various sectors in a selected region in Malaysia participated in this study. It was found that all the variables used to measure HR practices have significant effects on OC and OE. However, multiple regression analyses indicated that career management and job control did not have any significant influence on turnover intention. OC and OE were discovered to give partial mediating effects on the relationship between HR practices and turnover intention.     

Social support and turnover among entry-level service employees: Differentiating type,source, and basis of attachment

Previous research on social support and turnover has yielded mixed results. To advance research in a more comprehensive manner, the present study examined how turnover is influenced by type of support (emotional or instrumental), source of support (coworker or supervisor), and basis of attachment (affective commitment and constituent attachment as mediators). In the context of entry-level service employees, these relationships were examined with a sample of restaurant servers company-wide from a casual dining restaurant chain in the USA. Coworker emotional support was directly and negatively related to turnover, and coworker instrumental support was directly and positively related to turnover. Furthermore, supervisor emotional support and instrumental support were indirectly related to turnover through affective commitment. When the mediators were considered independently, coworker and supervisor emotional support were both indirectly related to turnover through constituent attachment.     

A labour market perspective on management training and development in Europe

This paper uses recent survey data to undertake a comparative analysis of management development across six Western European countries. Unlike most studies that compare management development practices, we rely on an institutional labour market perspective to compare managerial skills development and training. We suggest that, while there are few differences in terms of the priority firms from different countries give to developing managers, the methods that are used and skill profiles can differ considerably. Furthermore, institutional change may also challenge some conventional views of how managers are being developed. We conclude by distinguishing four country systems that reflect a series of common characteristic strengths and weaknesses of national managerial training systems.     

Extending beyond borders: Multinational companies and the international management of labour

The paper investigates the potential consequences of MNCs' globalizing strategies for the management of labour, drawing on findings from a survey of employee management among MNCs operating in the UK. It finds clear evidence of transnational forms of management organization, including in the personnel sphere. But it also underlines that moves to globalism are uneven. Structures and policies to develop international management teams were found primarily among certain types of MNC. Most striking was the extent to which MNCs are actively engaged in the management of non-managerial employees at international level. Seven out of every ten companies monitored labour performance across sites in different countries. The broader significance of this finding lies in the business decisions which flow from the use of such information. As MNCs develop continental production strategies, pressures on local workforces, keen to attract future investment, for performance improvements are likely to intensify. These developments pose considerable challenges for labour which remains primarily local and national in its organizational focus.