An Empirical Study of Affective Commitment: the Case of Machinery Enterprises in Hochiminh City

Abstract


 
 
 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.
 
 

The Mediating Effect of Affective Commitment on the Relationship between Competence Development and Turnover Intentions: Does This Relationship Depend on the Employee’s Generation?

“…Hypothesis 2 was partially confirmed, since the results indicate that generation, training, individualized support, and functional rotation positively and significantly affected affective commitment. These results are also in line with the literature, since Nguyen et al (2020) state that when an organization is concerned with developing the competences of its employees, they feel emotionally attached to it. These results can be explained by the premise of social exchange (Blau 1964) and the norm of reciprocity (Gouldner 1960), according to which employees repay the organization for its investment in developing their competencies by developing a strong emotional bond with it.…”

“…Only a partial mediation effect was confirmed in the relationship between individualized support and turnover intentions and in the relationship between functional rotation and turnover intentions. These results confirm what the literature tells us: that affective commitment mediates the relationship between OCDPs and turnover intentions (Koster et al 2011;Nguyen et al 2020;Rodrigues et al 2019). When an organization takes care of its employees by investing in their development, employees reciprocate through more significant commitment and decreased turnover intentions.…”

“…Moreira and Cesário (2021) conducted a study investigating which of the three components of organizational commitment had the strongest effect on turnover intentions and concluded that this component was affective commitment. In a study by Nguyen et al (2020), the authors also confirmed that affective commitment is the best reducer of intentions to leave. In a study of healthcare professionals, ˙Ibrahim et al ( 2021) also concluded that affective commitment has a negative and significant effect on turnover intentions.…”

“…Recent empirical research has revealed a retention path between employee development and turnover intention, mainly due to increased employees' affective commitment towards their employer (Koster et al 2011;Lee and Bruvold 2003;Rodrigues et al 2019). Lee and Bruvold (2003) reported that affective commitment mediates the relationship between OCDPs and turnover intentions, and more recent studies have reached similar conclusions (Koster et al 2011;Nguyen et al 2020;Rodrigues et al 2019). Mehbooba and Hijazib (2017), in a study of employees in the information technology sector, also concluded that organizational commitment mediates the relationship between perceived investment in competence development and turnover intentions.…”

“…Under these conditions, employees work hard to achieve the organization's objectives while at the same time developing a greater emotional commitment to the organization (Hermansyah et al 2024;. When there is adequate implementation of organizational skill development practices, and employees correctly perceive these, in response they develop a greater affective commit-ment to the organization while at the same time expressing their intention to stay with it (Nguyen et al 2020).…”