Predictors of Organizational Commitment in Public Sector Hospitals of Pakistan—A Moderated Mediation Study

Abstract

Organizational commitment, a psychological construction of responsibility towards the mission, is a mounting challenge in the healthcare sector of developing countries. The study aims at examining the factors including organizational cronyism, organizational politics, and informational justice and their moderated mediation relationships affecting employees’ perception of their job and improving their commitment towards their work in hospitals. A total of 496 medical house officers and post-graduate residents from public sector hospitals in Pakistan participated in this study. Structural equation modeling was employed to examine the structural model and the measurement model for the constructs. Findings of this study revealed the significant positive effects of organizational politics, supervisor support, organizational cronyism and cynicism on reducing the level of commitment, however, informational justice appeared insignificant. The moderating role of Guanxi network appeared significant in decreasing the impact of counterproductive practices on a high level of commitment. The study concluded with explaining the underlying mechanism of organizational commitment in the service industry with a special focus on the health sector in Pakistan.

Does Organizational Cronyism Lead to Lower Employee Performance? Examining the Mediating Role of Employee Engagement and Moderating Role of Islamic Work Ethics

“…Cronies get privilege in the appraisal, reward allocation, and other organizational affairs, but non-cronies are discriminated in all the stated aspects ( Khatri and Tsang, 2003 ; Arasli and Tumer, 2008 ). Due to the reason, employees who encounter discrimination, they respond with impaired job satisfaction, commitment, and trust in the manager as well as in the organizations ( Keles et al, 2011 ; Turan, 2015 ; Iqbal, 2016 ; Saleem et al, 2018 ; Yasmeen et al, 2019 ). All these negative factors have an eventual adverse impact on employee’s performance ( Yang and Hu, 2009 ; Saleem et al, 2018 ).…”

“…Due to the reason, employees who encounter discrimination, they respond with impaired job satisfaction, commitment, and trust in the manager as well as in the organizations ( Keles et al, 2011 ; Turan, 2015 ; Iqbal, 2016 ; Saleem et al, 2018 ; Yasmeen et al, 2019 ). All these negative factors have an eventual adverse impact on employee’s performance ( Yang and Hu, 2009 ; Saleem et al, 2018 ). In-group members are highly trusted, supported, and rewarded; therefore, they enjoy high-performance ratings from their leaders due to having in-group status ( Leung et al, 2008 ).…”

“…When employee’s perception of fair treatment is violated, it might result in hostile consequences for individuals as well as for the organizations ( Peng et al, 2016 ; van Gilst et al, 2020 ); for instance, it has the potential to decrease desired job outcomes (e.g., organizational commitment, job satisfaction, and organizational citizenship behavior) and increased undesirable job outcomes (e.g., deviant workplace behavior, turnover intention, negligent behavior, and adverse employee performance) ( Arasli and Tumer, 2008 ; Büte, 2011 ; Keles et al, 2011 ; Turhan, 2014 ; Saleem et al, 2018 ; Daðli and Akyol, 2019). Building upon the COR perspective, the current study aims to examine the impact of organizational cronyism on employee performance and its underlying mechanism.…”

“…Additionally, in contrast to the traditional approaches emphasizing only on the negative consequences of organizational cronyism, our study seeks to highlight the importance of contextual factors in understanding the effect of organizational cronyism on employee outcomes. Although modern literature highlighted several adverse outcomes of organizational cronyism, how the contextual factors affect the relationship between organizational cronyism and individual outcomes are underemphasized ( Khatri, 2011 ; Turhan, 2014 ; Saleem et al, 2018 ). In the light of justice and organizational politics literature, it is suggested that individual reactions toward injustice and organizational cronyism may differ in different contextual settings and across cultures ( Khatri, 2017 ).…”

The Quintessence of Organizational Commitment and Organizational Cynicism

“…Thus, on the one hand, organizational cynicism has a negative impact on organizational commitment by reducing it Saleem et al, 2018), on the other hand, we see that both phenomena can affect both loyalty, organizational citizenship and job satisfaction, motivation and intentions to leave the organization. In addition, leadership is a multidimensional factor that can both promote organizational cynicism and minimize it as well as ensure organizational commitment.…”