scholarly journals Nurses' exposure to violence and their professional commitment during the COVID‐19 pandemic

Author(s):  
Sultan Özkan Şat ◽  
Pınar Akbaş ◽  
Şengül Yaman Sözbir
Author(s):  
Dr. Lynn Spellman White

The purpose of this research project is to explore if traditional explanations of organizational and professional commitment and conflict, which have been developed through research of older and more established professions such as the Accounting profession, also apply to the Human Resource profession. Survey data gathered from HR practitioners are used to examine the correlates of organizational and professional commitment and conflict. Study results indicate the models explain a significant portion of the variation in both organizational and professional commitment, and that the two types of commitment have different antecedent factors. Results also indicate that organizational and professional conflict is lowest when both levels of organizational and professional commitment are high. Theoretical and practical implications are discussed.


2019 ◽  
Vol 5 (1) ◽  
pp. 124
Author(s):  
Mohamed Buhari Mufitha ◽  
Su Teng Lee ◽  
Chen Chen Yong

Compared to others, professionals share distinguish workplace characteristics: one such is the high commitment to the professions over to working organizations. Information Technology (IT) professionals demonstrate higher turnover rates compared to others: their commitments to the profession has been suspected as a source of turnover. Considering their job satisfactions the present study aimed to investigate the influence of professional commitment on IT professionals’ turnover intentions. Data were collected from a sample of software engineers from Sri Lank using a survey questionnaire. The results of the structural equation model analysis concluded that professional commitment weakens IT professionals’ turnover intentions, which is partially mediated by job satisfaction. Professional commitment stimulates IT professionals’ job satisfaction. The findings challenge the presumption that IT professionals leave their organizations due to high commitments to the profession. Few factors were identified as significant in their job satisfactions: supervision, co-workers and work design. Pay and promotions were the least influencing job satisfaction factors. Managers may employ few strategies in their retention strategies: facilitate professional advancement needs within organizations, closely monitor supervision activities occurs and provide challenging and meaningful jobs. The study contributes to the turnover literature through empirical evidence on the influence of professional commitment on knowledge workers’ turnover intentions.


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