Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

Su, Sophia; Baird, Kevin; Blair, Bill

doi:10.1080/09585190903363813

Cited by 72 publications

(91 citation statements)

References 71 publications

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“…The changes have resulted in a shift in focus from processes to outcomes, more appropriate performance evaluation measures and greater employee empowerment (Hood 1991;Brunetto and Farr-Wharton 2005). Clear outcome orientation can enhance employee motivation by reducing uncertainty and clarifying what employees need to achieve (Samson and Daft 2005) with research, indicating that employees are more committed to organizations that focus on outcomes (Nystrom 1993;Su et al 2009). Improvements in the performance management systems within public sector organizations may also lead to greater employee commitment.…”

Section: Eoc In the Public Sectormentioning

confidence: 96%

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Employee organizational commitment in the Australian public sector

Baird

Blair

2013

The International Journal of Human Resource Management

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This study provides an insight into the association between specific cultural, organizational and demographic factors with the level of employee organizational commitment (EOC) from a sample of 500 Australian public sector organizations. The level of EOC is found to vary across management levels, while different cultural and organizational factors were associated with the EOC of managers at different levels in the organizational hierarchy. While there was no difference in the level of EOC to that reported in the private sector, there were specific factors found to be associated with EOC which are unique to the public sector. Such findings indicate that future researchers examining the association between organizational and cultural factors with EOC must consider the sector in which the organization operates. In addition, given the importance of EOC in improving organizational performance, the findings provide guidance to the management of Australian public sector organizations in how to enhance their employees' level of EOC.

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Section: Eoc In the Public Sectormentioning

confidence: 96%

“…The factors examined are identical to those analyzed in Su et al (2009) for the purpose of enabling us to identify similarities and differences between the private and public sectors and to determine any unique associations present in the public sector.…”

Section: Factors Affecting the Level Of Eocmentioning

confidence: 99%

Employee organizational commitment in the Australian public sector

Baird

Blair

2013

The International Journal of Human Resource Management

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“…Besides, it could be understood that procedural and interactional justice dimensions of organizational justice scale were not significant predictors of affective, motivational and cognitive factors of hopelessness scale. When related literature was reviewed, together with the fact that there were no studies investigating the relationship between organizational justice and hopelessness; it was found out that there were studies concluding there was a positive relationship between organizational justice and organizational citizenship (Burns and DiPaola, 2013), a negative relationship between organizational justice and burnout (Yıldırım, Ekinci and Öter, 2012), a positive relationship between organizational justice and organizational commitment (Chughtai and Zafar, 2006;Malik and Naeem, 2011;Su, Baird and Blair, 2009;Wasti, 2001;Yavuz, 2010), a positive relationship between organizational justice and organizational culture (Meyer, Stanley, Herscovitch and Topolnytsky, 2002) and a positive relationship between organizational justice and job satisfaction (Dündar and Tabancalı, 2012;Elma, 2013;Najafi et al, 2011;Schappe, 1998;Zalinalipour et al, 2010). Furthermore, according to the multiple regression analyses of the researches by Yıldırım et al (2012); Malik and Naeem (2011);and Schappe (1998), it was detected that the most powerful predictor was distributive justice.…”

Section: Discussion Conclusion and Suggestionsmentioning

confidence: 99%

The Relationship between the Instructors’ Organizational Justice Perceptions and Their Hopelessness Levels

Çavuş¹,

Sarpkaya²

2017

IOJES

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The purpose of this research was to examine the relationship between the instructors' organizational justice perceptions and their hopelessness levels. The population of this research, designed in correlational screening model, was composed of the instructors' employed in a state university in Aegean Region, Turkey in 2015-2016 academic year and the sample was composed of 468 instructors selected via cluster sampling method. Data was collected by means of Personal Information Form, Organizational Justice Scale and Beck Hopelessness Scale. In data analysis, descriptive statistics were used in order to determine the instructors' organizational justice perceptions and their hopelessness levels; and so as to put forth the relationship between their organizational justice perceptions and hopelessness levels, Pearson Correlation coefficient was performed. Whether the instructors' organizational justice perceptions predicted their hopelessness levels was tested via Multiple Regression Analysis. According to the findings of the research, organizational justice perceptions and hopelessness levels of the instructors were at medium level. A negative significant relationship was detected between the instructors' organizational justice perceptions and their hopelessness levels. As a result of Multiple Regression Analysis, it was determined that procedural and interactional justice dimensions of organizational justice scale were not the predictors of the instructors' hopelessness, and the only predictor of the factors of hopelessness scale was distributive justice dimension of organizational justice scale. Results of the study were discussed in line with the related literature.© 2017 IOJES. All rights reserved Keywords: 1 Instructor, organizational justice, hopelessness IntroductionThe role of education and educational organizations is an undeniable fact. From primary schools to higher education, together with how education system is and how it has got to be, the qualities, roles and competencies, perceptions and psychological states of the education practitioners are equally important. Without any doubt, every phase of education is significant in itself. However, higher education is attached a particular importance as it is the last phase of education before every individual begins their professional life. Thus, the perceptions of the instructors at universities who are the providers of education is one of the chief elements to be taken into consideration so as to be able to ensure a more effective and efficient educational organization. When the point in question is organizational effectivity and the perceptions of the instructors, one of the most significant concepts that comes to mind is "organizational justice".Justice, which is accepted to be of the most indispensable phenomenon of the effectivity of an organization, is a concept dealing with distributive problems of the workers in an organization. International Online Journal of Educational Sciences, 2017, 9 (2), 323 -339 324 "fair distribution", which probably in...

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“…The literature the researchers reviewed emphasised the proper planning of the change process, the timing of the introduction, the commitment of employees and leaders as well as consideration of various business components like structure, culture, vision, strategy and mission (Leighton Holdings Limited, 2010;Sparrow, 2008;Su, Baird & Blair, 2009;Witcher & Chau, 2008). The researchers identified all of these factors as challenges in this study.…”

Section: Discussionmentioning

confidence: 99%

Organisational readiness for introducing a performance management system

Ochurub

Bussin

Goosen

2012

SA j. hum. resour. manag.

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Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

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Employee organizational commitment: the influence of cultural and organizational factors in the Australian manufacturing industry

Cited by 72 publications

References 71 publications

Employee organizational commitment in the Australian public sector

Employee organizational commitment in the Australian public sector

The Relationship between the Instructors’ Organizational Justice Perceptions and Their Hopelessness Levels

Organisational readiness for introducing a performance management system

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