Affective commitment<i>within</i>the public sector: antecedents and performance outcomes between ownership types

Hodgkinson, Ian R.; Hughes, Paul; Radnor, Zoe; Glennon, R

doi:10.1080/14719037.2018.1444193

Cited by 31 publications

(30 citation statements)

References 71 publications

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“…Organizational commitment has been widely studied and related to organizational performance and effectiveness [ 54 ], although studies on organizational commitment and its influence on the organization are contradictory if we consider the differences between employees working in public and private organizations [ 63 ]. Affective organizational commitment has been related to customer performance, that is, employee performance that meets the expectations of the citizen in public organizations [ 64 , 65 ]. In this way, insofar as employees are more committed, they will display more proactive behavior in order to improve the public services they provide to citizens [ 37 ].…”

Section: Methodsmentioning

confidence: 99%

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Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Luna‐Arocas

Lara²

2020

IJERPH

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Talent management (TM) is a fundamental issue for both private and public sector companies. This study analyzes the impact of TM on service performance (SP) and the mediating role of affective organizational commitment (AOC). We analyze a sample of 104 local government employees with three measures of TM, AOC and SP. The mediation hypothesis of AOC was also raised in the study using Baron and Kenny’s methodology and Hayes PROCESS. The results reveal how AOC is a total mediating variable in the causal relationship TM → SP. This study is cross-sectional. Common-method bias is controlled in the study. The results involves a concern for improving services through the professionals who provide them, which in turn entails managing people in a way that is different, more flexible, less bureaucratic, and more client- or citizen-oriented. Given the scant research exploring the role of talent management in public services, this article offers valuable insights for scientific literature and practitioners in the public administration.

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Section: Methodsmentioning

confidence: 99%

“…Despite the different calls to continue research into the public sector, it seems that studies of commitment are still being neglected by the scientific literature [ 64 ]. Therefore, we hypothesize that affective organizational commitment will have a significant and positive relationship with the service that employees provide to citizens.…”

Section: Methodsmentioning

confidence: 99%

Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Luna‐Arocas

Lara²

2020

IJERPH

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“…Nevertheless, although the need to study possible differences between ministries and agencies has been emphasized for a long time (Selin 2015), unfortunately, most comparative studies in public management literature still investigate ministries and agencies as one homogeneous public sector (for an exception, see Hodgkinson et al 2018). Albeit government-owned and under ministerial responsibility, agencies are organizationally distinct and, to a varying degree, independent from ministries (Selin 2015).…”

Section: Distinction Between Government Businesses and Semi-autonommentioning

confidence: 99%

‘Through the looking-glass’: addressing methodological issues in analyzing within- and between-sector differences in employee attitudes and behaviors

Blom¹,

Kruyen²,

Thiel

et al. 2020

International Public Management Journal

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Many studies have investigated potential differences in employee attitudes and behaviors across sectors. However, empirical evidence in this regard remains largely inconclusive or even contradictory. Although theoretical explanations may exist, it cannot be ruled out that there are issues pertaining to methodological choices at play as well. The aim of this contribution is to explore whether two issues, one related to the justification of interpreting the public sector as a homogenous one and one to controlling for measurement invariance, influence conclusions of comparative research. Using a Dutch data set containing 1,998 respondents, we tested the impact of these two issues on four concepts that have gotten much attention in employee level comparative research, namely work satisfaction, organizational commitment, proactivity toward self-development, and public service motivation. Our findings demonstrate that differences exist within the public sector and that lack of measurement invariance affects results, which, in turn, affect conclusions regarding within-and betweensector comparisons. We therefore recommend that scholars recognize these issues before conducting comparative research.

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“…Positive work behavior earlier will have a further impact on their contribution to the organization. Therefore, affective commitment is considered to have a positive role in the achievements of organizations and individuals (Hodgkinson et al, 2018;Irefin and Mechanic, 2014). Organizations need to develop policies that can increase employees' affective commitments.…”

Section: Affective Commitmentmentioning

confidence: 99%

The Turnover Intention in Telecommunication Company: The Importance Role of Effective Human Resource Practices and Affective Organizational Commitments as Antecedents

Saragih

Luturlean

Prasetio

2020

JAM

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Based on the social exchange theory, turnover can be dealt with properly if the company can provide good human resource management and develop employee's emotional attachments. Perceived trust, justice, and fair treatment will develop a positive sense and identification. This empirical study was conducted in Jakarta with 114 telecommunication provider employees working in the finance division. Furthermore, this study examined the relationship between officers' perceptions of effective human resources (HR) practices and employees' turnover mediated by affective commitment. Effective HR practice develops stronger affective commitment which turns to affect their intention to leave. To test hypotheses, we used SPSS 21 with the Macro process. Regression and bootstrap analysis results illustrated that perceived effective HR practice does not significantly affect turnover intention. However, it affected the affective organizational commitment which then influenced the intention to leave. That is affective commitment mediated the relations. HR practitioners should be aware that merely implementing HR practices may not suffice, instead, they should also focus their attention on how the impact on affective commitment when implementing them. It is suggested that further study needs to focus on other independent variables such as work-life balance, reward satisfaction, co-workers support, and career development to tackle turnover problems. Consideration to use longitudinal data will also increase accuracy. This study aims to contribute to the HR and organizational behavior literature by testing the effect of HR practice and affective commitment as an antecedent of turnover intention using social exchange background.

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Affective commitmentwithinthe public sector: antecedents and performance outcomes between ownership types

Cited by 31 publications

References 71 publications

Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Talent Management, Affective Organizational Commitment and Service Performance in Local Government

‘Through the looking-glass’: addressing methodological issues in analyzing within- and between-sector differences in employee attitudes and behaviors

The Turnover Intention in Telecommunication Company: The Importance Role of Effective Human Resource Practices and Affective Organizational Commitments as Antecedents

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