Determinants of Organizational Commitment among Academics of HEIs: The Buffering Role of Coworker Support

Abstract

The significance of retaining committed staff is a main focus in contemporary literature in higher education. This study seeks to address issues related to lower employee commitment through a Social Exchange Theory Lens to explore the buffering role of co-worker support on the relationship between Supervisory Support (SS), Organizational Climate (OCL) and commitment HEIs in the Public Sector Pakistan. A quantitative and cross approach to survey was adopted as a survey technique by 366 respondents using a proportionately stratified random sampling method. The research theoretically argues and empirically shows that SS and OCL have a direct relationship with organizational commitment in the public sector HEIs. The findings suggest the significant role of SS, the organizational climate and the commitment to higher learning in the public sector. In addition, the findings confirm the hypothesis regarding the buffering effect of co-workers' help in the relationship between SS, OCL and organizational commitment. The main contribution concerns the implementation of co-worker support as a moderator between the relationship SS, OCL and the OC. The study also leads to a better understanding of the mechanisms of the organizational commitment seen in HEIs with regard to the buffering role of co-worker support in the Pakistani context.

Affective Commitment Among University Faculty Members in Nepal: A Structural Equation Modeling Approach

“…The findings of this study aligned with previous researchers who consistently found a significant positive effect of recognition (Giffords, 2009), resources (Aboramadan et al, 2020), training and development (Aboramadan et el., 2020;Ahmad et al, 2017), and the significant negative effect of perceived union support (Asamani & Menash,2013) on affective commitment. Although, the previous researchers have also been agreed on the positive relationship between pay satisfaction and affective commitment (Sariwulan et al, 2019;Scheller & Harrison, 2018), the significant impact of pay satisfaction on affective commitment is not substantiated.…”

“…It is a tool to fulfill the goals of organizations through enhancing skills and abilities of their employees (Bashir & long 2015). Studies also suggested that employee development (Ahmad et al, 2017) and training (Aladwan et al, 2015) are significant influencing factors of affective organizational commitment (Johari & Nazir, 2015). In addition, training and development are considered an investment to enhance overall job performance and satisfaction of employees (Aladwan et al, 2015).…”

Improving Initial Condition in Coordination Failures

“…Studies show several variables that intervene in the relationship between transformational leadership and organizational performance (Amante, 2018). These include trust in the leader (Sarwar et al, 2015), co-worker support (Ahmad et al, 2017), and organizational learning (Raj & Srivastava, 2016). The mediated transformational leadership behaviors and practices result in changes not only in the behavior of individual employees but also on structures and processes (Friedlander & Brown, 1974as cited in Balci, 2002.…”

Determinants of Corporate Sustainability in the Malaysian Construction Industry

“…Similar findings are found in and Krishna (2011), where transformational leaders facilitate the development of team's potential and efficiency to achieve their job performance standard. Furthermore, Ahmad et al (2017) pointed out the massive impact of both transformational leadership and training and development on organisational commitment.…”