The study aims to investigate the impact of participation in decision-making (PDM) and perceived organizational support (POS) on affective commitment in machinery enterprises. The study applies structural equation modeling (SEM) to test the research hypotheses. The authors surveyed 220 employees who work in machinery enterprises to collect data for the research. The study results indicate that both PDM and POS positively impact affective commitment. The findings provide empirical evidence to support the theoretical models that PDM and POS have a positive effect on affective commitment. The findings have implications for management theory: PDM and POS are the key antecedents of affective commitment. The findings also have implications for practical management in the machinery enterprises that managers should practice both PDM and POS to increase affective commitment.

PurposeThis study aims to investigate the relationship of employee motivation to team support, financial incentives and public sector motivation in various agencies under the Binh Dinh People's Committee in Vietnam. These agencies fulfil state management functions in many fields, such as investment, finance, construction, sports, culture and tourism.Design/methodology/approachThis study applies the quantitative method to test team support, financial incentives and public service motivation (PSM) in relation to employee motivation in the public sector. The data are analysed using covariance-based structural equation modelling (SEM), with a sample size of 263 employees who work at provincial government agencies.FindingsThe study results show that team support, financial incentives and PSM have a positive influence on employee motivation in the public sector.Originality/valueThe findings provide theoretical evidence that team support, financial incentives and PSM are key predictors of employee motivation in the public sector in the context of an emerging economy. Consequently, the authors propose that managers in the public sector should motivate employees by communicating with employees about the employees' roles in improving the local people's lives to stimulate the PSM of employees. In addition, managers should always provide constructive feedback that recognises employees' achievements and pay bonuses based on job performance and successful projects to improve public service.

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