The Path from Ethical Organisational Culture to Employee Commitment: Mediating Roles of Value Congruence and Work Engagement

Abstract

Following the Job Demands-Resources model's motivational process, this study investigates the role of person-organisation fit and work engagement as mediating processes between ethical culture and employee commitment, where ethical culture is seen as an organisational resource. It was expected that the stronger the ethical values and practices are experienced to be, the more compatible employees feel with the organisation. A good person-organisation fit was further hypothesised to act as a personal job resource for the employees, who would consequently experience higher work engagement leading to stronger affective commitment and less turnover intentions. The study used questionnaire data gathered from 270 Finnish school psychologists. The analyses were performed by using SEM and mediation modelling with the bootstrapping method. Ethical organisational culture had a significant positive association with experienced person-organisation fit, which in turn was related to higher work engagement. Both person-organisation fit and work engagement were associated with higher affective commitment and with lower turnover intentions. This study contributes to understanding the mechanisms through which ethical culture affects employee commitment by integrating the concept of person-organisation fit with the Job Demands-Resources model. Organisations can retain committed and motivated workforce through fostering a strong ethical culture, which can support employees' affective commitment to the organisation.

Manajemen Retensi dalam Upaya Mempertahankan Karyawan melalui Dorongan Kepuasan dan Komitmen

“…Manajemen retensi berpengaruh signifikan terhadap komitmen kerja karyawan. Hal ini mengandung arti bahwa semakin baik manajemen retensi yang diterapkan, maka semakin tinggi komitmen kerja karyawan (Huhtala & Feldt, 2016;Kozák & Krajcsák, 2018;Yamao & Sekiguchi, 2015). Terdapat prioritas-prioritas dari item yang digunakan untuk menggukur manajemen retensi dalam mempengaruhi komitmen kerja karyawan.…”

“…Organisasi telah dipaksa untuk menggunakan metode baru dan motivator khusus disamping insentif yang telah benar-benar terbukti. Hal tersebut sangat penting dilakukan untuk mengevaluasi komitmen karyawan (Huhtala & Feldt, 2016;Kozák & Krajcsák, 2018;Yamao & Sekiguchi, 2015).…”

An Empirical Evaluation of the Relationship Between Human Relations Climate and Readiness for Change

“…Organisational climate has been recognised as one of the most important factors that either decreases or increases individual readiness for change (Choi & Ruona, 2011;Haffar, Al-Karaghouli, & Ghoneim, 2014;Jones, Jimmieson, & Griffiths, 2005;Weiner, 2009) and has, therefore, begun to receive considerable attention within the organisational research literature. Organisational climate focuses on policies, procedures and practices within organisations and studies show that organisational climate is linked to a range of individual attitudes such as satisfaction, commitment, absenteeism, performance and effectiveness, among others (Huhtala & Feldt, 2016;Kuenzi, 2008;Kuenzi & Schminke, 2009;Lone et al, 2017;Schneider, Ehrhart, & Macey, 2013). Experience from other police reforms such as the ones in Finland and Scotland, show that employees tend to bring along their ideas, values and practices, and that not paying attention to the organisational climate may affect the employees' job satisfaction and well-being (Elliot & Tatnell, 2016;Fyfe et al, 2013).…”

Relations between Organizational Culture and Human Resources Management in a Modern Organization

“…Technologija įgalino darbuotojus atlikti užduotis nesant darbo vietoje, dėl ko organizacinės kultūros formavimo elementai kaip niekuomet įgauna didelę reikšmę. Organizacinės kultūros kuriamas darbuotojų įsipareigojimo, įsitraukimo bei gerovės jausmas daro poveikį darbo rezultatams (Huhtala, Feldt, 2016;Cameron, 2015), o tinkama lyderystės strategija šiuolaikinėje organizacijoje geba suburti komandas vienodo tikslo siekiui (Bingöl ir kt., 2013;Alvesson, 2013), net fiziškai nesant darbo vietoje.…”

“…commitment) didinti per įsitraukimo (angl. engagement) skatinimą (Huhtala, Feldt, 2016). Pasitelkus šiuos įrankius numatomas darbuotojų savimotyvacijos augimas, noras būti organizacijos dalimi ir mažesnė orientacija į darbo atlygį kaip tikslą.…”