“…In particular, career researchers have found that employees show a higher level of organizational commitment when they perceive that the organizational climate helps satisfy their career needs, and improve career development and growth (Wang et al. ).Hypothesis 1: Organizational culture is related to HR functions and organizational commitment.…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%
“…In particular, training practices and opportunities positively affect organizational commitment in light of career development because training has been regarded as a career benefit that supports career growth within employees’ current organization (Wang et al. ).Hypothesis 4: Training practices positively moderate the relationship between HR functions and organizational commitment such that the relationship is stronger when training practices are strong rather than weak.…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%
“…A supportive and innovative organizational culture plays a significant role in enhancing the level of organizational commitment (Silverthorne 2004). In particular, career researchers have found that employees show a higher level of organizational commitment when they perceive that the organizational climate helps satisfy their career needs, and improve career development and growth (Wang et al 2014).…”
Section: Relationships With Hr Functions and Organizational Commitmentmentioning
confidence: 99%
“…Training support from colleagues, supervisors, and organizations is also more likely to increase the level of organizational commitment (Bartlett and Kang 2004). In particular, training practices and opportunities positively affect organizational commitment in light of career development because training has been regarded as a career benefit that supports career growth within employees' current organization (Wang et al 2014).…”
Section: Hr Functions and Organizational Commitmentmentioning
The purpose of this study was to examine the relationships among organizational culture, leaders’ vision of talent, HR functions, training, and organizational commitment of employees who have experienced a career change. A total of 484 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. The findings indicated that organizational culture positively influenced HR functions and organizational commitment. Additionally, HR functions directly affected organizational commitment while the leaders’ vision of talent indirectly affected their organizational commitment via HR functions. Furthermore, training practices positively moderated the relationship between HR functions and organizational commitment. Discussion, implications, and recommendations are elaborated.
“…In particular, career researchers have found that employees show a higher level of organizational commitment when they perceive that the organizational climate helps satisfy their career needs, and improve career development and growth (Wang et al. ).Hypothesis 1: Organizational culture is related to HR functions and organizational commitment.…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%
“…In particular, training practices and opportunities positively affect organizational commitment in light of career development because training has been regarded as a career benefit that supports career growth within employees’ current organization (Wang et al. ).Hypothesis 4: Training practices positively moderate the relationship between HR functions and organizational commitment such that the relationship is stronger when training practices are strong rather than weak.…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%
“…A supportive and innovative organizational culture plays a significant role in enhancing the level of organizational commitment (Silverthorne 2004). In particular, career researchers have found that employees show a higher level of organizational commitment when they perceive that the organizational climate helps satisfy their career needs, and improve career development and growth (Wang et al 2014).…”
Section: Relationships With Hr Functions and Organizational Commitmentmentioning
confidence: 99%
“…Training support from colleagues, supervisors, and organizations is also more likely to increase the level of organizational commitment (Bartlett and Kang 2004). In particular, training practices and opportunities positively affect organizational commitment in light of career development because training has been regarded as a career benefit that supports career growth within employees' current organization (Wang et al 2014).…”
Section: Hr Functions and Organizational Commitmentmentioning
The purpose of this study was to examine the relationships among organizational culture, leaders’ vision of talent, HR functions, training, and organizational commitment of employees who have experienced a career change. A total of 484 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. The findings indicated that organizational culture positively influenced HR functions and organizational commitment. Additionally, HR functions directly affected organizational commitment while the leaders’ vision of talent indirectly affected their organizational commitment via HR functions. Furthermore, training practices positively moderated the relationship between HR functions and organizational commitment. Discussion, implications, and recommendations are elaborated.
“…Affective organizational commitment is defined as employees' emotional attachment, identification, and involvement with the organization (Allen and Meyer 1990). The more committed individuals feel, the more individuals engage in proactive behaviors such as personal initiative, voice, and innovation (Thomas et al 2010), because they have positive feelings towards the organization (Strauss et al 2009) and experience a strong sense of ownership (Wang et al 2014). We expect this mechanism to work independently from taking pride in employees' efforts or abilities because both facets include a positive evaluation of the organization.…”
This study derives a conceptual framework for examining parallel and differential influences of organizational pride in employees' efforts versus abilities on proactivity. Data from a field survey (N = 1218) confirm our theoretical model. Organizational pride in employees' efforts and organizational pride in employees' abilities both had positive indirect effects on proactive behaviors via affective organizational commitment. Yet, whereas organizational pride in employees' efforts additionally had a direct positive effect on individual and team member proactivity, organizational pride in employees' abilities showed a direct negative effect on proactive behaviors for the self, the team, and the organization including a behavioral measurement of employees' provision of ideas for improvement. These findings contribute to the nascent literature on organizational pride by indicating towards employees as source of organizational pride, highlighting potential negative effects of organizational pride, and introducing the differentiation between employees' efforts and abilities.
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