Managerial Perceptions of Employee Commitment to the Organization.

Shore, Lynn M.; Barksdale, Kevin; Shore, Ted H.

doi:10.2307/256845

Cited by 221 publications

(136 citation statements)

References 41 publications

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“…Practicing managers and organizational researchers argued that fostering organizational commitment is highly desirable and beneficial for organization (Shore, Barksdale, and Shore, 1995). Employees with stronger commitment have been found to have less voluntary absenteeism (Hackett, Bycio, and Hausdorf, 1994;Meyer et al, 1993;Somers, 1995), to work harder and perform better (e.g., Bashaw and Grant, 1994), and to exhibit increased extra-role or "citizenship" behaviours (e.g., Munene, 1995;Pearce, 1993).…”

Section: Discussionmentioning

confidence: 99%

Organizational commitment within a contemporary career context

Enache

Sallán

Simó

et al. 2013

International Journal of Manpower

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Purpose: This paper analyzes the relation between the underlying dimensions of protean (self direction and values driven) and boundaryless (boundaryless mindset and organizational mobility preference) career attitudes (Briscoe et al., 2006) and organizational commitment, within today's unstable and uncertain business scenario.Design/methodology/approach: Data was collected from 167 professionals attending graduate and post-graduate distance learning courses. The hypotheses were tested using hierarchical regression analysis. Findings:Research results suggest that protean career attitudes contribute significantly to individuals' emotional attachment to their employing organization. Furthermore, organizational mobility preference was found to be significant in predicting both affective and continuance commitment.Research limitations: First, cross-sectional correlational designs impede conclusive inferences regarding causal relationships among the variables. Second, the use of a sample of professionals attending distance learning business courses could limit the generalizability of the study findings, because the majority of the respondents were homogenous in terms of age and educational background. Practical implications:Fostering individuals' self-direction results in enhanced affective commitment to their employing organizations. Workshops oriented at clarifying and communicating organizational values, philosophy and principles can be all beneficial for strengthening employees' commitment to the organization. Originality/value: This is the first paper to test the relationship between boundaryless and protean career attitudes and organizational commitment on a European sample.

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Section: Discussionmentioning

confidence: 99%

Organizational commitment within a contemporary career context

Enache

Sallán

Simó

et al. 2013

International Journal of Manpower

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“…Organizational citizenship behavior predicts effective commitments of employees (Shore, Barksdale, and Shore, 1995).…”

Section: Discussionmentioning

confidence: 99%

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

Ghafoor¹,

Qureshi²,

Khan³

et al. 2011

Afr. J. Bus. Manage.

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In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed.

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“…Scholars agree that affective commitment is linked to important work outcomes (such as performance, citizenship behaviours, in-role performance, promotability, job involvement, job satisfaction and, more importantly, employee well-being) (e.g., Marescaux et al, 2013;Meyer, Stanley, Herscovitch, & Topolnytsky, 2002;Shore, Barksdale, & Shore, 1995;Takeuchi, Chen, & Lepak, 2009). Moreover, talented employees have been increasingly recognized as a source of competitive advantage for organizations (Collins & Smith, 2006;Pfeffer, 1995).…”

Section: Chapter Three: Studymentioning

confidence: 99%

High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

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Managerial Perceptions of Employee Commitment to the Organization.

Cited by 221 publications

References 41 publications

Organizational commitment within a contemporary career context

Organizational commitment within a contemporary career context

Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership

High potential programs and employee outcomes

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