Direct participation quality and organisational commitment: the role of leader‐member exchange

Abstract

Purpose -The relationship between participation quality and commitment has received relatively limited attention in the industrial relations (IR) and human resource management (HRM) literature. This paper seeks to fill some of the gaps in prior research. It aims to answer three questions: How do participation justice and satisfaction influence affective and normative organisational commitment? Does leader-member exchange (LMX) influence satisfaction and perceived justice with participation? Do the three assumed indicators of participation quality mediate the relationship between LMX and affective and normative organisational commitment? Design/methodology/approach -The research was conducted at three faculties of a Dutch university, and involved faculty staff. E-mails and online questionnaires were distributed in Dutch. Hypotheses were tested. Three indicators of direct participation quality: satisfaction with participation, perceived distributive justice concerning participation, and procedural justice were included. Findings -It was found that two indicators of participation quality mediate the LMX and affective organisational commitment relationship: satisfaction with direct participation and perceived distributive justice concerning direct participation. As a consequence, it can be concluded that supervisors' skills in fostering direct participation quality contribute to employees' positive attitudes towards the overall employment relationship and thereby perhaps also to organisational performance. Originality/value -The paper explores the relationships between LMX, direct participation quality, and affective and normative organisational commitment.

Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

“…Consistent with previous research, PSS plays a crucial role as a promoter of employee participation in organizations. These results lend further support to the notion that employees feel supported by managers when they encourage them to participate in the decision-making process (Wayne et al, 2002; Torka et al, 2010; Park, 2015). Evidence from this study confirms that the so-called dyad gender composition of both managers and employees has an effect on participation (Ayman et al, 2009).…”

“…In high LMX, supervisors create social exchanges with trust, whereas lower LMX is featured by a minimal level of support. Previous researchers observe that this supervisor-subordinate combination has a positive impact on employee involvement in participation (Torka et al, 2010).…”

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Perceived Organisational Justice and Climate on Counterproductive Work Behaviour among Public Employees

“…Employees who are valued by being given responsibilities and trust, usually feel motivated, resulting in reduced employee turnover and an increased employee retention (Liou and Cheng, 2010). Employees who feel un-recognised, un-trusted, are punished for minor mistakes, are subjected to strict checking of work done, would consider the work environment as an unfavourable organisational climate (Toka et al, 2010).…”