Examining the Mediating Role of Commitment to the Supervisor in Employees’ Affective Commitment: Temporary Employees Versus Permanent Employees

Abstract

One of the challenges faced by human resources management departments in recent years is how to manage employees with different employment contracts, in particular, temporary compared with permanent. This study tries to examine commitment to the supervisor as a mediating variable between psychological contract and empowerment, on one hand, and affective commitment, on the other. Commitment to the supervisor is considered a mediating variable since it emphasizes the importance of the supervisor's role in the relationship between employees and the organization. The differences between commitment to the supervisor among temporary and permanent employees have not yet been studied, nor the effect of empowerment on organizational commitment among temporary employees. The sample comprised 367 permanent employees and 155 temporary employees from 11 organizations operating both in public and private sectors. Commitment to the supervisor partly mediated the relationships between empowerment, fulfillment of the psychological contract, and affective commitment among permanent and temporary employees. In practical terms, supervisors play a role in upholding and maintaining the psychological contract and cultivating employee empowerment, whether the employee is permanent or temporary.

Linking Managerial Coaching With Employees’ Innovative Work Behaviors Through Affective Supervisory Commitment: Evidence From Pakistan

“…Task performance includes "technical core behaviors in organizations," and contextual performance includes "supports a broader organizational, social, and psychological environment where technical core functions occur" (Motowidlo and Van Scotter, 1994). The intervening role of ASC has been studied among the association of the psychological contract of employees with their OC (Kidron, 2018). ASC positively influenced the various attitudes and behaviors of employees, such as feedback-seeking, innovative actions on the workplace, and error reporting.…”

Temporary and permanent agency workers. A study of perceived organizational support and dual commitment

“…With a permanent contract, the agency would give more chances to find assignments for their employees, reducing their job insecurity. This is, therefore, likely to affect the development of agency workers' commitment to the agency (Chambel and Sobral, 2011;Kidron, 2018;Woldman et al, 2018). Permanent agency workers will probably be more involved in the relationship with the agency.…”

A relationship between perceived investment in temporary employee development and organizational performance: an empirical study

“…In the Indian labour market, especially in IT-BPM organizations, outsourcing skilled and knowledgeable temporary employees have been a regular practice as it promises improved organizational outcomes (Rajthilak et al, 2022;Jha et al, 2019). Previous literature has focused on permanent workers (De Cuyper et al, 2018;Plomp et al, 2019;Kidron, 2018), gig workers (Watson et al, 2021;Maffie, 2020;Jabagi et al, 2019;Kuhn and Galloway, 2019) and liquid knowledge workers (Cappelli, 2020;Chakraborty et al, 2019;Gupta, 2019;Jha et al, 2019). Thus, despite its importance in the workplace, the temporary employment area suffers a paucity of adequate knowledge on temporary employee attitudes, behaviour and their impact on OP (Jha et al, 2019).…”

“…, 2018; Plomp et al. , 2019; Kidron, 2018), gig workers (Watson et al. , 2021; Maffie, 2020; Jabagi et al.…”