Non-regular professionals' dual commitment in South Korea: antecedents and consequences

There is a growing concern with whether nonregular professionals are concurrently committed to both the organization and their profession and whether such commitments are beneficial to that organization. This article seeks to investigate the relationship between organizational justice variables and the dual commitment of nonregular professionals via perceived organizational support (POS) and the subsequent effect of the dual commitment on organizational citizen behavior. Hypotheses are developed and then tested through structural equation modeling with data collected from a total of 1143 part-time instructors at South Korean universities. The findings of this study reveal that the perceptions held by nonregular professionals of organizational justice constructs concurrently influence organizational commitment and professional commitment via POS and that both commitments are positively associated with altruistic behavior. The findings advance our understanding of the dual commitment of nonregular professionals and provide universities with managerial implications as to how to manage effectively part-time instructors. Limitations, directions for future research, and conclusions are presented.     

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.     

Loneliness,job satisfaction,and organizational commitment of migrant workers: empirical evidence from China

This study examines the relationship between loneliness, job satisfaction, and organizational commitment of migrant workers. 213 migrant workers completed the survey. This study found that migrant workers are satisfied with their jobs and are committed to their organizations. Contrary to expectation, migrant workers are not lonely. Age and gender do not have influence on loneliness or organizational commitment. Single migrant workers feel lonelier than the married migrant workers. Married and longer-tenured migrant workers are more committed to the organization. There is no significant correlation between loneliness and organizational commitment. This research also indicates that lonelier migrant workers have higher job satisfaction while job satisfaction has significant positive correlation with organization commitment. Implications include having favorable policies to improve the management and services for migrant workers, a need for regulations to safeguard the migrant workers' rights and interests, and providing favorable living arrangements.     

Commitment to company and labour union: empirical evidence from South Korea

Commitment is an important part of business and a vocal part of the lexicon of many commentators and actors in the employment relations arena, including management, trade unions and policy makers. This is partly in the context of the interest in many countries in human resource management, in which commitment is seen as a key part, and the more recent ideas of ‘employee engagement’. Commitment, and the related topic of dual commitment, has also generated academic interest. However, much of the work has come from the US. This paper applies such ideas via a set of hypotheses in a different context – South Korea – with commonly viewed widespread high commitment, both to (and from) companies (e.g., strong internal labour markets) and unions (e.g., militancy). Is there a paradox in this duality, or can workers be committed to both companies and unions? What are the antecedents of this? This paper finds that workers can have dual commitment and that different factors affect the commitment to company and labour union, although labour–management relations climate, job satisfaction, as well as company tenure, are common predictors     

Engaged and committed? The relationship between work engagement and commitment in professional service firms

Our study explores the relationship between employee engagement and foci-commitment of employees in professional service firms (PSFs). PSFs compete on the basis of their ability to encourage their employees to generate exceptional knowledge-based services and products, acting within and beyond the organizational boundaries. In order to achieve these outputs, the PSFs need to ensure that their professionals are engaged and committed. Drawing on 375 surveys from the employees of a global PSF, we compare two models to test the relationship between work engagement and multi-foci commitment: the organization, the client, the team and the profession. We first explore an overall positive effect of work engagement on commitment to all four foci. We then compare the overall impact to the independent effects of work engagement dimensions on four commitment foci. Our findings suggest that work engagement with three dimensions is a better-fitting model in the PSFs context.     

Analysis of organizational commitment and work–family conflict in view of doctors and nurses

The present study investigates the relationship between organizational commitment and work–family conflict for medical doctors and nurses. Using canonical analysis on questionnaire, this relation has been tested distinctively through three sub-dimensions of organizational commitment listed: affective commitment, continuance commitment and normative commitment. Data collected from 766 (411 doctors and 355 nurses) individuals employed at seven state hospitals and three medical faculties of universities in Ankara. Analysis revealed that the relationship between organizational commitment scale and work–family conflict scale is weak and positive. Results suggest that the more committed the doctors and nurses are to the hospital they work for, the more work–family conflict they experience. On the basis of the sample information obtained in this study, it is possible to claim that if the employees are supported to establish a fair balance between their work and family lives in the guidance of these principles, a strong commitment to the organization will develop.     

Company and union commitment: evidence from an adversarial industrial relations climate at a Korean auto plant

This study examines the feasibility and antecedents of worker commitment to company and union at an automobile plant in Korea. It utilized a sample of 331 workers at the plant who were implementing new management techniques, e.g. human resources management, total quality management and lean production. The plant had a long history of adversarial industrial relations, and its workforce was organized by the Korean Confederation of Trade Unions, a union organization known for its militancy. The study found little evidence of workers' dual commitment to the company and the trade union, but instead discovered a competing commitment between company and trade union. Furthermore, company and union commitment were predicated on different factors, with workers' positive perceptions of the industrial relations climate positively affecting commitment to their company and negatively affecting commitment to their union. The findings were more consistent with those at other workplaces with an adversarial industrial relations climate rather than those with a co-operative one.     

Commitment before and after: An evaluation and reconceptualization of organizational commitment

A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.). The advantages include good psychometric properties of the current scales, acceptable discriminant validity of the three dimensions, and research findings that showed the usefulness and acceptable content validity of the three-dimensional approach. Some of the limitations are limited predictive validity, conceptual ambiguity of continuance commitment, and concept redundancy between normative and affective commitment. This paper suggests a conceptualization that builds upon the strengths of the current approaches and minimizes their limitations. The proposed theory contends that organizational commitment is two-dimensional. One dimension is instrumental in nature and the second is affective. In addition, a sharp difference needs to be made between commitment propensity that develops before one's entry into the organization and commitment attitudes that develop after one's entry into the organization. The advantages of the suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed.     

Residual affective commitment to organizations: Concept,causes and consequences

Research on affective organizational commitment has largely been conceptually restricted by the temporal boundaries of organizational membership, while only few authors have addressed how individuals may commit to an organization before becoming members. Given that individual careers increasingly span across a greater number of organizations, this restriction limits our ability to capture how employees experience their workplaces throughout their careers. Addressing this gap, this article contributes to the literature on affective commitment by arguing that individuals may remain affectively committed to an organization after having left it. We extend the temporal structure of affective commitment beyond separation by introducing the concept of residual affective commitment, and present a model of how such commitment is formed. We elucidate the interplay between residual and current affective commitment, complementing research on organizational newcomers. Finally, we open up new avenues for research by discussing theoretical consequences of the introduction of residual commitment.     

The role of affective commitment and political skill in the work interfering with family (WIF) conflict – voluntary turnover relationship

The present study explores how political skill affects an employee’s coping behavior in response to Work Interfering with Family (WIF) conflict. Applying Conservation of Resource theory, we argue that politically skilled individuals are more cognizant of the social embeddedness of WIF, and because of cross-domain resource (e.g. time, attention, energy) depletion, lack the resources to cope with its effects. As such, they leverage their political skill to more effectively turnover from the organization than less politically skilled individuals by detaching their identity and lowering their affective commitment to their organization. We tested the hypotheses using a sample of 181 individuals from a retail firm, and results support the hypothesized model. First, a test of indirect effects confirmed that affective commitment partially mediated the link between WIF and voluntary turnover (measured six months later). Second, a moderated-mediation test revealed, as hypothesized, that affective commitment only functioned as a mediator for individual with high levels of political skill. Implications for practice and directions for future research are discussed.     

Empowering leadership: leading people to be present through affective organizational commitment?*

Abstract

This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full‐time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.     

Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment

This paper examines the relationships among investment in talent and leadership development practices in Lebanese organisations and two behavioural outcomes, affective commitment and intention to stay. Affective commitment is expected to mediate the relationship between talent and leadership development practices and intention to stay. We found that both talent and leadership development practices were positively related to intention to stay and affective commitment. We also found that affective commitment partially mediated the relationship between talent development and intention to stay and fully mediated the relationship between leadership development and intention to stay. The research and practice implications of the study findings are discussed.     

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.     

What's the deal? An exploration of career management behaviour in Iceland

This article reports the findings of a longitudinal study that investigated the nature of the career deal in Iceland, chosen as a research setting because it potentially offers a very different career environment to that which exists in the UK and US, where most previous research examining contemporary careers has been conducted. The findings show that certain dimensions of the contemporary career deal shown to exist in the UK are less apparent in the Icelandic context. While a close reciprocal relationship between career self-management behaviour and organizational career management help does exist, other potential aspects of the deal are absent. In Iceland, individuals who get more help with managing their careers are more committed to their employer but this commitment does not imply that they will do more to manage their own careers with their current employer as result. In addition, no links were found between career management activities and job performance. In Iceland individuals do not engage in career self-management behaviour to any great extent and when they do, their behaviour does not seem to have the same kind of focus or meaning that it has been shown to have in the context of the contemporary career deal that exists in the UK.     

Prosumer's commitment model: The case of a biodiesel cooperative

Consumers are becoming more aware of their role in the propagation of environmental issues, the transition from passive consumer to prosumer is emerging, and it is of interest to know the commitment factors that leads the biodiesel prosumer to act in favor of an organization which they belong in order to achieve one goal in common and contribute to local sustainable development. In this research, the prosumer is the one who participates as a member and consumer of a biodiesel cooperative. The prosumer's commitment is made up of two components: (i) nonactive or affective, identification with the organization, and (ii) active or participatory, action towards certain goals. The objectives of the investigation are to evaluate the biodiesel prosumer's commitment and know its causes and effects. The hypotheses on the causes and results of the prosumer's commitment are postulated in a structural equation model (SEM), whose theoretical basis corresponds to the double role of the prosumer: member and client of the cooperative. The SEM is evaluated from the perspective of the prosumer based on mixed methodology and partial least square (PLS). The proposed SEM explains 78% (R² = 0.78) of the variability of the contribution of the biodiesel cooperative to local sustainable development, where this contribution is directly and significantly impacted by the two components of the commitment. This case study identifies dimensions that lead the biodiesel prosumer to commit in the cocreation and consumption of renewable fuel, which gives more opportunities for long-term survival of this initiative in a competitive market.     

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.     

Organizational Work‐Family Culture and Working Mothers’ Affective Commitment: How Career Expectations Matter

The research undertaken here examines how an organizational work‐family culture affects the attitudes of working mothers. This research extends the existing findings by examining two separate mediation processes: work‐family conflict and career expectations. The cases of 1,308 working mothers were analyzed using structural equation modeling. Results show that career expectations mediated the effect of an organizational work‐family culture on affective commitment while work‐family conflict did not. As an additional analysis, working mothers’ perceptions and attitudes were compared with those of 288 peers. Results disclose that working mothers were no less committed to their organization, and were even more committed than their peers early in their careers. Working mothers’ career expectations, however, were consistently lower than their peers’ expectations. Implications of these results are included. © 2014 Wiley Periodicals, Inc.     

Antecedents of commitment to a parent company and to a local operation: empirical evidence from western employees working for multinational companies in Vietnam

Rising business of multinational companies in Asia has been paralleled with an increase in the number of western expatriates sent overseas. This has created challenges for the multinational companies as how to develop dual commitment of these expatriates to the parent companies and to the local operations during international assignments. In this study, we simultaneously examined the nature of dual organizational commitment among 254 western expatriates currently working for the subsidiaries of the multinational companies in Vietnam, and investigated specific antecedents of the dual commitment by using multi-dimensional approach. The results confirmed the existence of two distinct commitment foci and proved that the commitment to a parent company was stronger than that to a local operation. Tenure in a parent company, clarity of repatriation process, promotion and compensation were responsible for the differences in level of commitments with regard to two foci. While promotion, compensation and clarity of repatriation process more significantly predicted components of parent company commitment, pre-departure training was more associated with components of local operation commitment. Pre-departure training, promotion, compensation and transformational leadership were primarily indicated to predict dual commitment in terms of high levels to both foci. The results were discussed in the light of dual commitment and international human resource management.     

Job and organizational attitudes in relation to financial performance in Greek retail banking: an exploratory empirical investigation

In an attempt to contribute to satisfaction and commitment research, the current study explores the differential relationships that job attitudes (e.g. job satisfaction) and organizational attitudes (e.g. organizational satisfaction and organizational continuance commitment) may have with financial performance in Greek retail banking. A total of 331 employees completed the standardized questionnaires. Three sets of hypotheses were tested, investigating direct effects, mediation effects, and moderation effects. Findings suggest that financial performance yields increased levels of high-sacrifice continuance commitment, resulting in enhanced employee satisfaction – both with the job and the employing organization. Results are discussed, limitations are considered, and directions for future research are proposed.     

Does corporatisation improve organisational commitment? Evidence from public hospitals in Indonesia

This study aims to investigate the consequences of corporatisation on organisational commitment and to explain the relationship between work values, job satisfaction and organisational commitment. The research was carried out in 54 public hospitals in East Java, Indonesia, applying a multilevel structural equation model to survey data on 1282 workers in those hospitals. Analysis suggests that the longer a hospital has been corporatised, the greater the organisational commitment of its employees. Incentives have positive and substantive association with organisational commitment, while training and resource availability do not. We found that employees in larger hospitals are more committed than those in smaller hospitals and that work values and job satisfaction have a positive and significant relationship with organisational commitment. Our findings shed light on the debate on corporatisation as a lever for improving organisational commitment in public hospitals in developing countries.