PurposeThe purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.Design/methodology/approachAn explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.FindingsThe results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.Research limitations/implicationsThe study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.Practical implicationsOrganisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.Originality/valueThis article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).

Purpose The purpose of this paper is to revisit the potential of human capital development to predict commitment from an empirical perspective. This followed the fact that while organisations continue to invest a lot of resources into development of their human capital, a growing tendency of the trained staff to quickly abandon the organisation and move on to search for greener pastures has also been registered. Design/methodology/approach This study takes a positivistic approach. It is an explanatory, cross-sectional study that is based on a case study approach. Findings The findings revealed that developing human resources still leads to enhanced commitment among staff. The findings provide empirical support for the tenets of the human capital development theory. Research limitations/implications Investment in development of human resources is still a worthy while cause for organisations as it positively and significantly contributes to commitment. Practical implications While organisations ought to keep watch of the costs that come with human capital development endeavours the practice of developing human resources should be continued as it contributes to the organisational performance of staff. Originality/value The paper deepens the understanding on how human capital development is currently enhancing the commitment of organisational staff in a typical developing economy and sector. Such knowledge provides a clear basis for allocating resources on people development endeavours.

In the current era of growing competition and changing customer expectations within the hotel industry, managers are compelled to devise strategies of promoting customer satisfaction in order to attain a competitive advantage. This study investigated the mediation effect of relationship value in the relationship between relationship marketing practices and customer satisfaction in the hotel industry of Uganda. A quantitative survey design was adopted to investigate the envisaged linkage between the study variables from a relational perspective. The results of the study establish that relationship value significantly mediates the relationship between relationship marketing practices and customer satisfaction. In terms study limitations, the study focused on hotel customers in all the four regions of Uganda. The study results provide a reason for hotels to devote more resources towards relationship marketing practices in a bid to propel relationship value, which resonates customer satisfaction. The results of the study support the idea that improved relationship marketing practices through relationship value generate a sustainable psychological satisfaction not only for customers but also high market share for the organization. The study recommends to hotel managers to regularly consider the drivers of relationship marketing practices, which build a long-term relationship and bonds with customers to yield relationship value. As evidenced in this study, it is of great importance to develop relationship-marketing practices that increase relationship value, an aspect that is vital in boosting customer satisfaction. This article is an original piece of work with both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the mediation effect of relationship value between relationship marketing and customer satisfaction within the hospitality setting. Theoretically, the study extends the adaptability of the social exchange theory by expounding relationship marketing in enhancing customer satisfaction.

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