Organisationales Commitment und seine Einflussfaktoren: Eine qualitative Metaanalyse

Westphal, Ariane; Gmür, Markus

doi:10.1007/s11301-009-0054-x

Cited by 13 publications

(8 citation statements)

References 108 publications

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“…Similar to previous studies in the nursing home setting (Karsh et al, 2005; Takase, 2010), our findings indicate that high affective organizational commitment is significantly linked with decreased intention to leave (Westphal & Gmür, 2009). One possible explanation could be that high affective organizational commitment accompanies trust in the organization, satisfaction with management and superior behavior, leading to increasingly close affiliation with the organization and increasing self-esteem and in turn to less intention to leave (Westphal & Gmür, 2009).…”

Section: Discussionsupporting

confidence: 89%

Factors Associated With Care Workers’ Intention to Leave Employment in Nursing Homes: A Secondary Data Analysis of the Swiss Nursing Homes Human Resources Project

et al. 2017

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The emerging care personnel shortage in Swiss nursing homes is aggravated by high turnover rates. As intention to leave is a predictor of turnover, awareness of its associated factors is essential. This study applied a secondary data analysis to evaluate the prevalence and variability of 3,984 nursing home care workers' intention to leave. Work environment factors and care worker outcomes were tested via multiple regression analysis. Although 56% of care workers reported intention to leave, prevalences varied widely between facilities. Overall, intention to leave showed strong inverse relationships with supportive leadership and affective organizational commitment and weaker positive relationships with stress due to workload, emotional exhaustion, and care worker health problems. The strong direct relationship of nursing home care workers' intention to leave with affective organizational commitment and perceptions of leadership quality suggest that multilevel interventions to improve these factors might reduce intention to leave.

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Section: Discussionsupporting

confidence: 89%

Factors Associated With Care Workers’ Intention to Leave Employment in Nursing Homes: A Secondary Data Analysis of the Swiss Nursing Homes Human Resources Project

et al. 2017

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“…According to Meyer and Allen [ 17 ], these can be broken down into three categories: Demographic characteristics or personal dispositions of an employee (personal characteristics), work-related factors an employee experiences during his or her work (work experiences), and characteristics of the organization in which he or she is working (organizational structures). The latter two can be differentiated by whether the factor influences one particular employee (work experiences) or all employees (organizational structure) within an organization [ 18 ]. However, studies examining antecedents of organizational commitment in hospitals tend to focus on only one level of analysis, rather than explaining the effect through variables at both the individual and the organizational level.…”

Section: Introductionmentioning

confidence: 99%

“…In the conceptual background of this paper, we first explain the rationale of using affective organizational commitment as a dependent variable; we subsequently draw upon existing research on antecedents as potential drivers of commitment. Therefore, we make use of the basic differentiation in literature between work experiences at individual and organizational structures at organizational level [ 17 , 18 ]. Finally, we describe the rationale why these associations might differ across the occupational groups of physicians and nurses.…”

Section: Introductionmentioning

confidence: 99%

Exploring the differential impact of individual and organizational factors on organizational commitment of physicians and nurses

Miedaner

Kuntz

Enke

et al. 2018

BMC Health Serv Res

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BackgroundPhysician and nursing shortages in acute and critical care settings require research on factors which might drive their commitment, an important predictor of absenteeism and turnover. However, the degree to which the commitment of a physician or a nurse is driven by individual or organizational characteristics in hospitals remains unclear. In addition, there is a need for a greater understanding of how antecedent-commitment relationships differ between both occupational groups.Based on recent findings in the literature and the results of a pilot study, we investigate the degree to which selected individual and organizational characteristics might enhance an employee’s affective commitment working in the field of neonatal intensive care. Moreover, our aim is to examine the different antecedent-commitment relationships across the occupational groups of nurses and physicians.MethodsInformation about individual factors affecting organizational commitment was derived from self-administered staff questionnaires, while additional information about organizational structures was taken from hospital quality reports and a self-administered survey completed by hospital department heads. Overall, 1486 nurses and 540 physicians from 66 Neonatal Intensive Care Units participated in the study. We used multilevel modeling to account for different levels of analysis.ResultsAlthough organizational characteristics can explain differences in an employee’s commitment, the differences can be largely explained by his or her individual characteristics and work experiences. Regarding occupational differences, individual support by leaders and colleagues was shown to influence organizational commitment more strongly in the physicians’ group. In contrast, the degree of autonomy in the units and perceived quality of care had a larger impact on the nurses’ organizational commitment.ConclusionsWith the growing number of hospitals facing an acute shortage of highly-skilled labor, effective strategies on the individual and organizational levels have to be considered to enhance an employee’s commitment to his or her organization. Regarding occupational differences in antecedent-commitment relationships, more specific management actions should be undertaken to correspond to different needs and aspirations of nurses and physicians.Trial registrationGerman Clinical Trials Register (DRKS00004589, date of trial registration: 15.05.2013).

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“…It describes every employee's attachment to the company. This bond supports both the reduction of employee turn over and the increase of employee motivation to provide outstanding services for the company (Westphal and Gmür, 2009). According to Moser (1997), commitment describes an action.…”

Section: Introductionmentioning

confidence: 90%

“…As many literature reviews have shown, commitment correlates with work outcomes" (Riketta and Dick, 2009, p. 69). Increased commitment appears when the employee remains loyal to the company even in difficult times; hence, employee turnover decreases, and employees take fewer sick days (Westphal and Gmür, 2009). Work performance means that the employee is willing to perform extra work and advocates for the wellbeing of other employees (Mowday et al, 1979).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment

Zerner¹,

Marten²,

Brandt³

2021

CEMJ

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Purpose: The success of a firm often largely depends on its employees. Therefore, we propose and test the possibility of influencing affective and normative commitment by transactional, transformational, and passive leadership styles. Implications: Demographic change is progressing slowly but steadily; here lies the crucial point. Our results show that only transformational leadership influences the commitment dimensions positively. That can help make the best use of scarce human resources to remain competitive in the long term. Originality/Value: The article provides new information concerning the relationship between transformational and transactional leadership style and their influence on commitment within the banking and consulting sector of the German service industry. It highlights the need for further research into this topic across industries and demographics. For cross-cultural (USA-Germany) comparisons, the article might help to understand differences and trends within globalization. Methodology: To address this question, we conducted interviews with 197 employees of the financial service sector in Germany to confirm the relationship between leadership styles and employee commitment. In order to verify and extend previous research, we planned an explanatory study. We used the multiple regression analysis to examine this relationship. Findings: The results provide new evidence for German participants, which show (1) that transformational leadership is the “optimum” to facilitate commitment and is completely decoupled from the other leadership styles. (2) Preliminary studies revealed a preference toward transactional leadership, which correlated positively with affective and normative commitment. The present study cannot confirm this correlation. (3) Passive leadership correlates negatively with commitment, which indicates that the avoidance of passive leadership is essential. In sum, the correlation for different leadership styles (except transactional leadership style) is higher than in the preliminary studies. This indicates that the relationship between leadership styles and affective and normative commitment is exceeding the assumptions.

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Organisationales Commitment und seine Einflussfaktoren: Eine qualitative Metaanalyse

Cited by 13 publications

References 108 publications

Factors Associated With Care Workers’ Intention to Leave Employment in Nursing Homes: A Secondary Data Analysis of the Swiss Nursing Homes Human Resources Project

Factors Associated With Care Workers’ Intention to Leave Employment in Nursing Homes: A Secondary Data Analysis of the Swiss Nursing Homes Human Resources Project

Exploring the differential impact of individual and organizational factors on organizational commitment of physicians and nurses

Commitment in the German Banking and Consulting Industry: Influence of Different Leadership Styles on Employee Commitment

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