The relevance of participation Behavior, organizational Commitment, and attitudinal loyalty to the management of professional associations

Rodríguez‐Rad, Carlos J.; Rio-Vázquez, María-Elena Sánchez del

doi:10.1016/j.jbusres.2022.113324

Cited by 14 publications

(9 citation statements)

References 115 publications

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“…Between the three types of commitments, numerous empirical studies have shown that AC has the strongest influence on outcomes such as employee retention and organizational citizenship behavior (e.g. Rodriguez-Rad and del Rio-Vasquez, 2023;Albrecht and Marty, 2020;Chirico and Salvato, 2016). In fact, some studies on commitment in family businesses suggest retaining AC only, and to drop normative and continuous commitment, on the grounds that the three-dimensional commitment-model, developed by Myer and Allen, is a mix of attitudes and outcomes (Deniz-Deniz et al, 2018;Fazio et al, 2016;Memilli et al, 2013).…”

Section: Affective Commitment To the Workplacementioning

confidence: 99%

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Razzak

Alam

Riyami

et al. 2023

JFBM

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PurposeLeveraging the mindfulness theory and the social exchange theory, this study examines the influence of perceived leader mindfulness (PLM) on turnover intentions (TOI) of non-family employees (NFEs) working in family firms. The study investigates whether the above relationship is mediated by employee perceptions of leader–member exchange quality (LMX quality) and their affective commitment (AC).Design/methodology/approachA conceptual framework is proposed that hypothesizes inverse relationship between PLM and TOI, which is posited to be mediated by both LMX quality and AC. The hypotheses are tested through survey data collected from 254 NFEs working in various family-owned businesses in Malaysia. The data analyzed through partial least square structural equation modeling (PLS-SEM).FindingsThe results indicate that PLM has a positive influence on both LMX quality and AC. Moreover, PLM has a strong negative affect on TOI. In terms of results of mediation analysis, it appears that two mediation hypotheses out of four are significant, that is mediating effect of AC between PLM and TOI and LMX quality between PLM and AC. However, the mediating role of LMX quality between PLM and TOI and the sequential mediation hypotheses were both non-significant.Research limitations/implicationsThe findings of the study imply is that to ensure retention of qualified and talented NFEs, mindfulness of family firm leaders plays a significant role in ensuring lower TOI. Furthermore, such a goal is better achieved by ensuring that such employees are supported through leadership that leads to their development of better LMX quality and AC towards the organization. The study however is limited, as other potential exogenous variables that may influence TOI were not considered.Practical implicationsLosing employees that join a firm and acquire valuable skills and experience is a significant concern for family firms that are known for discriminating between employees related to the owners and outsiders. This study presents evidence for owners and managers of family firms that by focusing on mindful behavior and working towards developing better LMX quality and AC of NFEs, the organization can reduce TOI of such employees.Originality/valueThis study contributes to the under-researched and fragmented literature on relationships between PLM among NFEs and TOI of such individuals working in family firms. Moreover, this appears to be the first study that investigates mediating roles of and LMX quality and AC among NFEs in the above relationship.

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Section: Affective Commitment To the Workplacementioning

confidence: 99%

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Razzak

Alam

Riyami

et al. 2023

JFBM

View full text Add to dashboard Cite

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“…Affective commitment measures the feelings and emotions. It brings satisfaction to organization and would be expected for individuals to be motivated and perform their best (Rodríguez-Rad & Rio-Vázquez, 2023). According to, , , Klein et al (2009) this would help to decreased turnover, absenteeism, and increased productivity Becker et al 2009;Gutierrez, et al 2012).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Determinants of employee intention to stay: a generational multigroup analysis

Silva,

Dias,

F. Pereira

2023

IJOA

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Purpose The purpose of the study is to investigate the differences between generational groups (specifically Generations X, Y and Z) in terms of variables that influence organisational commitment and intention to stay within an organisation. The aim is to fill the research gap in understanding how different factors influence commitment and retention across different generations. Design/methodology/approach This study follows a quantitative approach based on cross-sectional survey data. The respondents were employees of Generations X, Y and Z. The data were analysed using partial least squares structural equation modelling and multigroup analysis. Findings The results of the study indicate several relationships between variables and organisational commitment/intention to stay. Person-organisation fit is positively related to organisational commitment, and work-life balance is positively related to both organisational commitment and intention to stay. The mediation of organisational commitment shows a positive relationship with person-organisation fit and work-life balance. In addition, there are positive relationships between organisational culture and both organisational commitment and intention to stay, as well as a positive relationship between person-organisation fit and intention to stay. Furthermore, all three Generations (X, Y and Z) show positive relationships between organisational commitment and intention to stay. Research limitations/implications The implications of the study are twofold. First, it provides theoretical contributions by uncovering the relationships between various variables and organisational commitment/retention. Second, it provides practical implications for organisations by highlighting the importance of person-organisation fit, work-life balance and organisational culture in fostering commitment and retention among employees of different generations. Originality/value The originality and value of this study lies in its exploration of the differences between generational groups in terms of variables affecting organisational commitment and intention to stay. By addressing this research gap, the study contributes to the existing literature on organisational commitment and retention. The detailed presentation of theoretical contributions, practical implications, limitations and suggestions for future research enhances the overall value of the study.

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“…El AP tiene como fines el ofrecimiento de oportunidades a los profesores (Rodríguez & Sánchez del Rio, 2023) para construir conocimiento para renovar su práctica pedagógica de conformidad las demandas y necesidades de aprendizaje de los estudiantes, los avances científicos, tecnológicos y pedagógicos atendiendo al contexto donde lleva a cabo el hecho educativo y las políticas educativas (nacional, regional y local). También permite teorizar sobre su praxis (a fin de hacerlas cada vez más pertinentes y efectivas) y ofrecer espacios para la construcción colectiva de proyectos educativos.…”

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“…El compromiso organizacional, visto desde el AP, es el grado en que particularmente el director se identifica con una de la institución educativa en particular y sus objetivos, y desea seguir siendo miembro de ella (Rodríguez & Sánchez del Rio, 2023). Ha sido estudiado en el ámbito de la gestión (Singh & Gupta, 2015, Cohen, 2017, Basel Al-Jabari, 2019, Botella et al, 2021 y ha estado tradicionalmente vinculado a los empleados de la organización (Kim et al, 2018;Sungu et al, 2019;Botella et al, 2021).…”

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“…Caso contario ocurre con Apurímac que dada la cantidad de datos observados (n=1410) si hay una mejor distribución de los datos los cuales tienden a agruparse en torno a la media, aunque se observó que hay mayores datos que tienden a agruparse con valores por encima de la media que por debajo (Figura 3). Rodríguez et al (2023), sostienen que el compromiso está estrechamente vinculado con la lealtad actitudinal. Por ello, los directores deben invertir recursos y esfuerzos en la construcción de lealtad actitudinal entre los miembros de la comunidad educativa.…”

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Investigación científica en educación: perspectivas de actores educativos desde la interculturalidad andina

Deroncele-Acosta¹

2022

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El presente libro nace como resultado de un proceso de formación de investigadores educacionales en Apurímac, Perú; siendo la concreción de una experiencia formativa innovadora y retadora que se asumió con gran compromiso y entusiasmo; los actores educacionales que protagonizan esta obra viven cotidianamente la educación en diversos campos, contando con valiosas experiencias y vivencias profesionales formativas que se vierten de una manera ética en el texto.

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The relevance of participation Behavior, organizational Commitment, and attitudinal loyalty to the management of professional associations

Cited by 14 publications

References 115 publications

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

Determinants of employee intention to stay: a generational multigroup analysis

Investigación científica en educación: perspectivas de actores educativos desde la interculturalidad andina

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