Participation satisfaction and organizational commitment: moderating role of employee's cultural values

Singh, Rahul; Mohanty, R.P.

doi:10.1080/13678868.2011.621286

Cited by 18 publications

(12 citation statements)

References 30 publications

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“…In a similar vein, Frazier, Fainshmidt, Klinger, Pezeshkan, and Vracheva () also found that work design characteristics and supportive work contexts showed significantly stronger effects on psychological safety in high UA cultures. Furthermore, examining participation in decision‐making and organisational commitment, Singh, Bhagat, and Mohanty () empirically supported a moderating impact of UA on the participation‐affective commitment relationship.…”

Section: Introductionmentioning

confidence: 97%

Culture, Burnout, and Engagement: A Meta‐Analysis on National Cultural Values as Moderators in JD‐R Theory

2019

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Despite prominence and increasing application of the Job Demands‐Resources (JD‐R) theory across national contexts, the role of culture has not yet been systematically explored. We conducted a meta‐analysis of 132 independent samples from 120 studies across 5 global regions (total N = 101,073) to fill this void. Our paper responds to long‐standing concerns around neglecting differences in the relationships of workplace factors with burnout and engagement across national cultures by testing for a moderating role within JD‐R theory. Results suggest strong support for the direct job demands‐burnout and job resources‐engagement pathways. Regarding the role of culture, our study reveals moderating roles for five out of six cultural dimensions using Hofstede’s framework. Interestingly, these cultural dimensions present a moderating impact towards relationships with either job demands or job resources, yet not both. Our findings offer a valuable starting point for further theoretical developments that can impact international business and global mobility. While these insights suggest a role of national cultural context in JD‐R studies, sensitivity analyses showed that the findings were only partly stable.

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Section: Introductionmentioning

confidence: 97%

Culture, Burnout, and Engagement: A Meta‐Analysis on National Cultural Values as Moderators in JD‐R Theory

2019

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“…A further limitation of our study is that even though participants came from a variety of professional backgrounds and no differences across different industrial sectors were found, we only administered a German version of SPLIT to German-speaking samples. This could limit the generalizability of our results as they might differ in other cultural contexts (Kowske & Anthony, 2007;Singh & Mohanty, 2011).…”

Section: Limitations and Future Research Proposalsmentioning

confidence: 94%

Development and Preliminary Validation of the Shared Professional Leadership Inventory for Teams (SPLIT)

Grille¹,

Kauffeld²

2015

PSYCH

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Shared leadership is viewed as an effective management form to encounter increased complexity in modern work life. However, the lack of reliable and valid instruments to assess shared leadership behaviors has limited empirical research. Based on literature in leadership and team work research a questionnaire was developed to assess four different aspects of shared leadership behavior-task-, relation-, change-and micropolitic-oriented leadership. The final version consisted of 20 items. Confirmatory factor analyses confirmed the theoretically hypothesized model in two independent German samples. Significant correlations with related scales support convergent and criterion validity. This study therefore provides researchers with a valid and reliable instrument to assess different aspects of shared leadership behavior and its advantages for research and human resource development are discussed.

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“…Organisational culture has long been considered as an important means for organisations to adapt their internal conditions to the external ones. Initially, the cultural concept was applied at the societal level, but more recent research has been concerned with measuring cultural aspects of behaviour at the individual level (Kim, 2013;Singh and Mohanty, 2011).The current study measured organisational culture based on Denison model (2000). This model measures the extent of organisational culture under four aspects including involvement, adaptability, mission and consistency.…”

Section: Organisational Culturementioning

confidence: 99%

The predictability of organisational culture for commitment among faculty members: evidence from Iran higher education

Masouleh

Allahyari

2017

IJMIE

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Abstract:Higher education is one of the effective factors for the realisation of economic, social and cultural development in a society. In addition, highly effective human resources play an important role in advancing policies and plans. This study aimed to investigate the level of and relationship between organisational culture and commitment among faculty members. The study was designed based on quantitative methods. The statistical population consisted of 224 faculty members from Islamic Azad University of Rasht Branch, Iran. Random stratified cluster sampling method was used to select 76 faculty members. This research made use of Allen and Meyer questionnaire to assess organisational commitment with 20 statements and Dennison questionnaire to assess organisational culture with 12 statements. Structural equation model confirm the appropriacy of the proposed model.

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Participation satisfaction and organizational commitment: moderating role of employee's cultural values

Cited by 18 publications

References 30 publications

Culture, Burnout, and Engagement: A Meta‐Analysis on National Cultural Values as Moderators in JD‐R Theory

Culture, Burnout, and Engagement: A Meta‐Analysis on National Cultural Values as Moderators in JD‐R Theory

Development and Preliminary Validation of the Shared Professional Leadership Inventory for Teams (SPLIT)

The predictability of organisational culture for commitment among faculty members: evidence from Iran higher education

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