The reciprocal relationship between affective organizational commitment and role overload: When autonomy need satisfaction meets the individual self‐concept

2019 ◽  
Vol 93 (2) ◽  
pp. 353-380
Author(s):  
Wei‐Gang Tang ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Need Satisfaction ◽  
Reciprocal Relationship ◽  
Self Concept ◽  
Role Overload ◽  
Affective Organizational Commitment ◽  
The Individual ◽  
Individual Self

scholarly journals The importance of understanding the consumers’ extended self and how it changes under the influence of digital technologies

2019 ◽  
pp. 59-73
Author(s):  
Sladjana Starcevic
Keyword(s):  
Mass Communication ◽  
Meta Analysis ◽  
Digital Technologies ◽  
Self Concept ◽  
Extended Self ◽  
Main Method ◽  
Quantitative And Qualitative Research ◽  
Material Goods ◽  
The Individual ◽  
Individual Self

Extended self is an important psychological-marketing construct that explains the relation between a consumer?s self-concept and possessions, i.e. the importance consumers ascribe to possessions in their lives. Extended self does not comprise of material goods solely, but rather an individual?s body, their internal processes, ideas, locations, experiences, and other persons. Although this topic is of high importance for understanding the consumers? behaviour, it has not been covered in the domestic scientific literature. The aim of this paper is to critically analyse the concept of extended self and to unite the newer studies with studies that had been carried out before digital technologies were used intensively. Meta-analysis was used as a main method of research, for the purpose of integrating the findings of a large number of individual studies and making an objective synthesis of the results. The analysis has shown that the extended self consists of several layers, hierarchy of which differing between individuals, depending on the importance ascribed to certain forms of possessions. During a lifetime, the construct of extended self changes. Besides the individual self-concept, it is important to observe the group extended self. The introduction of digital technologies has significantly modified the construct of consumers? extended self. It has been influenced by dematerialisation of goods, mass communication and information sharing with many people, and with the possibility of completely masking one?s personal identity online. A good knowledge of the extended self can significantly help marketing researchers to conduct more detailed quantitative and qualitative research of the consumer?s behavior, which is the core value of this paper.

scholarly journals THE EFFECT OF PERSONALITY AND INTEGRITY TO AFFECTIVE ORGANIZATIONAL COMMITMENT

2020 ◽  
Vol 6 (1) ◽  
pp. 84-93
Author(s):  
Yuka Agustin Chalistya ◽  
I Made Putrawan ◽  
Supadi
Keyword(s):  
Organizational Commitment ◽  
Path Analysis ◽  
Big Five ◽  
Random Sampling ◽  
Simple Random Sampling ◽  
Big Five Personality ◽  
Affective Organizational Commitment ◽  
Correlation And Path Analysis ◽  
The Individual ◽  
Regression Correlation

Affective organizational commitment felt by employees in institutions provides benefits to the institution because of the emotional attachment of the individual to the institution influenced by personality and integrity factors. That is why the objective of this research is to find out whether there is a direct effect of personality and integrity on employees affective organizational commitment. A causal survey used by selecting 116 employees at Universitas Negeri Jakarta by using Simple Random Sampling (SRS). There were three instruments developed to measure affective organizational commitment (37 items) with a reliability of 0.961, personality (44 items) with reliability 0.967, and integrity (29 items) with a reliability of 0.94. Data were analyzed using regression, correlation, and path analysis. The results showed that personalityand integrity directly and significantly affect employees affective organizational commitment, however integrity was not a good mediated variable between personality and affective organizational commitment. These findings mean that when employees organizational commitment would be improved, factors such as personality, especially big-five personality and integrity could be taken into account.

Developmental mentoring, affective organizational commitment, and knowledge sharing in public accounting firms

2018 ◽  
Vol 22 (1) ◽  
pp. 142-161 ◽  
Author(s):  
Mary B. Curtis ◽  
Eileen Z. Taylor
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Reciprocal Relationship ◽  
Affective Organizational Commitment ◽  
Public Accounting ◽  
Accounting Firms ◽  
Content Type ◽  
Public Accounting Firms

Purpose This study aims to examine how public accounting firms can use developmental mentoring to increase knowledge sharing (KS) among employees directly and indirectly through affective organizational commitment. Design/methodology/approach This study uses a survey of public accounting professionals to elicit participants’ demographics and their perceptions of KS, mentoring relationships and organizational commitment in their workplace. Findings The findings support that two categories of challenges found in developmental mentoring, demonstrating dedication and resilience and career goal and risk orientation, are directly associated with increased KS and they, along with a third, measuring up to mentor’s standards, indirectly influence KS through their positive effect on organizational commitment. Applying social exchange theory, these challenges contribute to a reciprocal relationship between the protégé and mentor, which builds the relationship between the protégé and organization. Practical implications This study provides information about developmental mentoring that human resource professionals and managers in public accounting firms can use to address two persistent challenges facing them: increasing employees’ organizational commitment and encouraging employees to share their knowledge with others at work. Originality/value This study examines the concept of developmental mentoring, adopting three categories of mentoring challenges and applying them in the context of public accounting to examine their effect on KS.

Collective Efficacy and Organizational Commitment in an Italian City Hall

2009 ◽  
Vol 14 (4) ◽  
pp. 363-371 ◽  
Author(s):  
Laura Borgogni ◽  
Silvia Dello Russo ◽  
Laura Petitta ◽  
Gary P. Latham
Keyword(s):  
Organizational Commitment ◽  
Collective Efficacy ◽  
Structural Equation ◽  
Structural Equation Models ◽  
Practical Significance ◽  
City Hall ◽  
Italian City ◽  
Public Sector Managers ◽  
The Individual ◽  
Level Group

Employees (N = 170) of a City Hall in Italy were administered a questionnaire measuring collective efficacy (CE), perceptions of context (PoC), and organizational commitment (OC). Two facets of collective efficacy were identified, namely group and organizational. Structural equation models revealed that perceptions of top management display a stronger relationship with organizational collective efficacy, whereas employees’ perceptions of their colleagues and their direct superior are related to collective efficacy at the group level. Group collective efficacy had a stronger relationship with affective organizational commitment than did organizational collective efficacy. The theoretical significance of this study is in showing that CE is two-dimensional rather than unidimensional. The practical significance of this finding is that the PoC model provides a framework that public sector managers can use to increase the efficacy of the organization as a whole as well as the individual groups that compose it.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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