Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction,organizational commitment,and procedural justice

A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.     

Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

We propose and test a theoretical framework concerning the relationship between transformational leadership behaviour and affective commitment to change in a public sector context. We apply change management theory to explain how direct supervisors contribute to processes of organizational change, thereby increasing affective commitment to change among employees. While the change leadership literature emphasizes the role of executive managers during change, we conclude that the transformational leadership behaviour of direct supervisors is an important contribution to the successful implementation of change. Furthermore, the results show how the specific context of public organizations determines the transformational leadership behaviour of direct supervisors.     

Job satisfaction and organizational commitment: validating the Arabic satisfaction and commitment questionnaire (ASCQ), testing the correlations,and investigating the effects of demographic variables in the Lebanese banking sector

The aim of this study was to assess the construct validity and the reliability of two measurement scores of organizational commitment and job satisfaction, to measure the correlation between the two variables, and to explore the effects of different demographic variables on satisfaction and commitment in a Lebanese context. A total of 298 cases from five major banks were analyzed. Rigorous forward and backward translation procedures have been applied to ensure the relevance of this instrumentation in a different cultural context. Results of exploratory factor analysis, confirmatory factor analysis, simple item-internal consistency estimates, and item intercorrelation analysis provided evidence that both instruments have produced reliable measurement scores with construct validity adequate to measure satisfaction and commitment in the Lebanese context. Results also showed that the constructs of satisfaction and commitment were significantly correlated and that satisfaction was a good predictor of commitment. Demographic analysis, discussion of these results, and suggestions for future research were proposed.     

Interaction of organizational commitment and job satisfaction of nurses and medical secretaries in Turkey

The main aims of this study is to explain the relationship between job satisfaction and organizational commitment and to investigate the effects of gender, education level, age, monthly income, ownership type of the employed hospital, length of employment in the hospital, job and marital status on organizational commitment and job satisfaction. The research was carried out in three hospitals in Turkey. The research population includes 872 people: 677 nurses and 195 medical secretaries. All the questions on the research instruments were answered by 55.4% of the population. A significant and positive relationship was found between job satisfaction and organizational commitment.     

The mediating effects of cognition-based trust and affect-based trust in transformational leadership's dual processes: evidence from China

In this study, we proposed and tested a dual process model in which cognition-based trust and affect-based trust mediate the relationships between transformational leadership and followers' task performance and job satisfaction. Data were collected from 175 sales and service employees and their supervisors in two private companies located in Southeast China. The results show that cognition-based trust mediates the relationship between transformational leadership and followers' task performance, while affect-based trust mediates the relationship between transformational leadership and followers' job satisfaction. Implications for the theory and practice of leadership are then discussed.     

The role of assessment centers in job satisfaction and organizational commitment: a case of the Korean government

While many studies have shown how assessment centers affect employees’ career success or job performance, these studies do not demonstrate how employees’ attitudes are affected by their perception of assessment centers. This study aims to investigate the influence of employees’ perception of assessment centers on their job satisfaction and organizational commitment, which are the key elements in predicting working behaviors, such as job performance, job involvement, and turnover intentions. To analyze the nature of the influence, 306 employees who had been evaluated by an assessment center in the Korean Rural Development Administration (KRDA) were surveyed. Regression analysis revealed that although there is no influence on their organizational commitment, employees with a positive perception of assessment centers experience higher levels of job satisfaction (p < .01). These results suggest that the positive perception of assessment centers affects the general feeling of organizational members about their work even though it does not affect their emotional attachment to the organization or dedication to organizational values. Thus, assessment centers can be used as a tool not only to select capable candidates but also to yield positive effects on organizational members’ job attitudes.     

The relationship between leader-member relations,job satisfaction and organizational commitment in international tourist hotels in Taiwan

The tourism industry is an indicator of the degree of internationalization and modernization of a country; and hotels are a key part in the tourism industry. According to studies on foreign tourists to Taiwan, expenses for international hotels make up the major portion of the tourists' total costs. Hence, international hotels play a significant role in the industry. The population for this study is 60 international hotels approved by the Taiwan Tourism Bureau. The sample is formed by 24 of these hotels. A questionnaire survey was conducted and 303 valid replies were received. The research analyzes cause and effect relationships among leader-member relations, as well as organizational commitment and job satisfaction utilizing structural equation modeling. The results show that job satisfaction is the mediating variable between organization commitment and leader-member relations.     

An exploratory analysis of the influence of human resource management activities and organizational climate on job satisfaction in Turkish banks

This study aims to explore the influence of human resource management (HRM) activities and organizational climate on job satisfaction in Turkish banks. The study first examines the relative influence of eight HRM activities of: (i) behavior and attitudes (in recruitment and selection); (ii) teamwork; (iii) extensive training; (iv) written policies; (v) training in multiple functions; (vi) incentives; (vii) performance appraisal; and (viii) feedback on performance on job satisfaction. Second, the influence of six factors relating to organizational climate are examined, again from the view point of their influence on job satisfaction. The second group factors are: (i) support for innovation; (ii) managerial competence and consistency; (iii) workload pressure; (iv) cohesion; (v) organizational boundaries; and (vi) organizational ethics. The data collected through interviews from 346 employees from 19 banks show that in addition to the positive impact of HRM activities, organizational climate in particular makes a significant contribution to job satisfaction. The paper presents the influence of the two groups of factors on job satisfaction and the mechanisms through which these factors foster job satisfaction and their implications for practitioners.     

Building effective organizations: transformational leadership,collectivist orientation,work-related attitudes and withdrawal behaviours in three emerging economies

Abstract

Previous cross-cultural research on transformational leadership has focused mainly on replicating the augmentation effects of transformational leadership over transactional leadership on followers’ attitudes and behaviours. Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership on work-related outcomes taking a cross-cultural perspective. Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India and Kenya, we examined the moderating effect of collectivism on the relationships between transformational leadership, work-related attitudes and perceptions of withdrawal behaviours. Our results found support for the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours. In addition, our results lend support to the view that transformational leadership might be effective across cultures. The implications of these findings for future research on transformational leadership and cross-cultural research are discussed.     

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.     

Relationships between organizational justice,organizational trust and organizational commitment: a cross-cultural study of China,South Korea and Australia

In an increasingly globalized world, organizations that operate in more than one country are a substantial part of the world economy. It is therefore beneficial to understand the attitudes of employees in different countries and their impact on the organization. One important area is organizational justice and its relationships with organizational trust (OT) and organizational commitment. This empirical study collected survey data from university employees across China, South Korea and Australia. We proposed that OT would mediate the relationships between affective organizational commitment (AOC) and both distributive justice (DJ) and procedural justice (PJ) in all three countries. In Australia, we found that PJ and AOC were significantly related, and OT fully mediated the PJ-AOC relationship. In China and South Korea, both DJ and PJ were significantly related to AOC, and OT fully mediated the PJ-AOC relationship. OT partially mediated the DJ-AOC relationship in China but fully mediated this relationship in South Korea. Implications for theory and for management practitioners are discussed, and areas for future investigation are identified.     

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.     

Leadership styles, need satisfaction and the organizational commitment of Greek managers

This article presents the results of an empirical study of the relation between the leadership styles, need satisfaction and the organizational commitment of Greek managers. The findings show that there is a negative relationship between need satisfaction and organizational commitment. This relationship is stronger for the higher-order than for the lower-order needs. Furthermore, the results provide some empirical evidence regarding the relationship between the superior's leadership style and the subordinate's organizational commitment. The findings show that in most cases studied, the commitment of the Greek managers was higher when the superior adopted a consultative leadership style. This style was also the one preferred by the majority of our respondents.     

The interactive effects of organizational and leadership career management support on job satisfaction and turnover intention

In the organizational career management literature, scholars have focused on career management policies, with little attention given to practices that can vary within organizations. And despite its recognized importance, research on the role of leaders in the career management process is also scant. In this study, we investigate the effects of career management practices (OCPs) and leadership career support (LCS) on employee attitudes. Grounded on coping theory, we propose that career support received from line managers can be particularly consequential when OCPs are lacking. We analyze the moderating effects of LCS on the relationship between OCPs and both job satisfaction and turnover intention in a sample of employees from a large Brazilian organization, applying multiple regression analyses. Results showed that OCPs and LCS are positively related to job satisfaction and that OCPs are negatively related to turnover intention. In addition, we confirmed that LCS moderates the relationship between OCPs and both job satisfaction and turnover intention. Finally, we observed that the relationship between OCPs and turnover intention is mediated by job satisfaction. Theoretical and practical implications are discussed.     

Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

The importance of enhancing employee organizational commitment (EOC) is highlighted by the extensive literature revealing its positive impact on employees' job performance, reducing absenteeism and turnover rates, and improving employees' adaptability to organizational change. This study provides an insight into how EOC levels can be enhanced by examining the contextual factors that can influence EOC. Specifically, the study examines the association between cultural, organizational, and demographic factors with the level of EOC in the Australian manufacturing industry. Data were collected by a survey questionnaire from a random sample of 500 managers with the results revealing that two cultural factors (outcome orientation and stability) and three organizational factors (organizational size, perceived organizational support and job satisfaction) were found to be significantly associated with the level of EOC. Further analysis provides a preliminary insight into how to enhance the EOC of specific managers with different cultural and organizational factors found to be associated with the EOC of managers at different levels in the organizational hierarchy. The findings have important implications for practitioners attempting to improve the level of EOC of their employees with the subsequent enhancements in the level of EOC likely to contribute to improvements in productivity and growth in the Australian manufacturing industry.     

Transformational leadership behaviors,the empowering process,and organizational commitment: investigating the moderating role of organizational structure in Korea

Transformational leadership has received growing attention in leadership studies. However, open questions remain concerning its operationalization and its universal effectiveness. Drawing on transformational leadership theory and leadership contingency theory, this study explores these issues in an Asian context. Survey responses from 491 employees working for foreign subsidiaries in Korea were analyzed. Given their multi-dimensionality, transformational leadership behaviors were framed as a two-dimensional structure: organization-related behaviors (OBs) and person-related behaviors (PBs). Findings showed that both OBs and PBs were mediated by psychological empowerment to determine organizational commitment. More importantly, the findings indicated that the empowering process driven by both leadership behaviors is contingent on organizational structure. Specifically, centralization negatively moderated the empowering process of PBs. Formalization positively moderated the empowering process of OBs and negatively moderated that of PBs. These findings have noteworthy value by virtue of quantitatively revealing the organizational structure wherein the empowering process of transformational leadership behaviors is effectively induced in South Korea. Based on the results, significant theoretical and managerial implications are discussed.     

The moderating effect of leadership on perceived organizational justice and affective commitment: a study in China

While western literature proves the importance of procedural justice, interactional justice is found to have a greater impact on employees in China. This study investigates the effect of employees’ perceptions of organizational justice on affective commitment, and the moderating effect of leadership style in the relationship. The authors proposed that the positive association of interactional justice with affective commitment is stronger than the positive association of procedural and distributive justices with affective commitment. In addition, the authors hypothesized that leadership style in teams moderates the relationship between interactional justice and affective commitment. Data were collected from 10 companies in Shenzhen, Shanghai, Beijing, Wenzhou, Wuhan, and Qingdao, China. The results support the hypotheses stating that interactional justice has a robust impact on affective commitment and that leadership in teams moderates the relationship. These findings have important implications for human resource management. When setting up HR policy in China, putting the right HR procedures in place is essential. Employees’ affective commitment relies heavily on interactional justice and whether or not employees perceive that they are being treated fairly by their managers. We discuss the implications of these findings.     

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).     

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.     

Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises

Abstract

The present study examines the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises. Analyzing data from 169 employees and 42 social entrepreneurs, we found that, although servant leadership was positively related to followers’ organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant. In contrast, whilst we found evidence that entrepreneurial leadership was positively related to followers’ innovative behavior, the relationship between servant leadership and employees’ innovative behavior was insignificant. Our research contributes to the underdeveloped literature on leadership in social enterprises by exploring the relative effectiveness of different leadership styles (namely an entrepreneurial leadership style and a servant leadership style) in promoting follower work attitudes and behaviors in social enterprises. In addition, our research demonstrates the importance of leadership over and above followers’ individual differences such as pro-social motivation and creative self-efficacy.