Understanding employee commitment in the public organization: a study of the juvenile detention center

Liou, Kuotsai Tom

doi:10.1080/01900699508525052

Cited by 78 publications

(57 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Lam and Zhang (2003) conducted a study and found that expectations are normally unmet, and job characteristics, training and development, and compensation and fairness are related to satisfaction and commitment. Loui (1995) also found that commitment was significantly related to trust, job involvement, and job satisfaction. Blau (1985) examined the relationship between leadership style and commitment and found that a consideration leadership style was found to have a greater influence than task-oriented style on commitment.…”

Section: Previous Researchmentioning

confidence: 81%

Effects of Strategic Performance Appraisal, Career Planning and Employee Participation on Organizational Commitment: An Empirical Study

Abdulkadir¹,

Isiaka²,

Adedoyin³

2012

IBR

View full text Add to dashboard Cite

Despite the recent research efforts into the antecedents of organizational commitment most especially in the developed economies, little empirical work has been conducted examining the effect of some human resource management practices such as performance appraisal system, career planning system and employee participation on organizational commitment. In this article, we examined the effect of these human resource management practices in explaining employee job commitment in the Nigerian banking sector. Based on a survey of 14 banks in Nigeria, the study applies regression analysis, correlation analysis and G-test in testing the hypotheses. Results indicate that performance appraisal system, career planning system and employee participation significantly influence employee job commitment and that the level of organizational commitment of employees in the Nigerian banking sector is low. The study therefore, recommends that for employees to be genuinely committed to their jobs, organizations should make conscious efforts at strategically managing performance appraisal, career planning and employee participation with a view to ensuring effective implementation and achieving desired results.

show abstract

Section: Previous Researchmentioning

confidence: 81%

Effects of Strategic Performance Appraisal, Career Planning and Employee Participation on Organizational Commitment: An Empirical Study

Abdulkadir¹,

Isiaka²,

Adedoyin³

2012

IBR

View full text Add to dashboard Cite

show abstract

“…Studies in literature argued and confirmed that job involvement and employee commitment has significant relationship (Janis, 1989;Loui, 1995;Brown, 1996). Job involvement and organizational commitment both are linked with identification and recognition of employee with his work and job experience, in this aspect of job both are similar to some extent ( Chughtai, 2008).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Job Involvement as Predictor of Employee Commitment: Evidence from Pakistan

Khan¹,

Jam²,

Akbar³

et al. 2011

IJBM

View full text Add to dashboard Cite

Job involvement has been one of the most effective tools used for increasing employee productivity by enhancing employee participation and commitment. This study highlights the effect of job involvement on three types of commitments i.e. affective commitment, Continuance commitment and normative commitment. Data was collected from 211 employees of 11 different organizations and analysis revealed that job involvement has positive impact on three types of commitments.

show abstract

“…Employees wares for reciprocation have been conceptualized in terms of positive work attitudes and contributions, particularly those that exceed prescribed role requirements. There is empirical evidence linking trust in organization to organizational commitment, intention to remain, and the civic virtue dimension of citizenship behavior (Liou, 1995;Robinson, 1996;Robinson & Morrison, 1995). Trust in supervisor has also been shown to be related to the supervisor-directed citizenship behavior dimensions of altruism, courtesy, and conscientiousness (Podsakoff, MacKenzie, Moorman, & Fetter, 1990) and a global measure of citizenship behavior (Konovsky & Pugh, 1994).…”

Section: Organizational Justice and Work Outcomesmentioning

confidence: 99%

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

2002

View full text Add to dashboard Cite

SummaryData obtained from full-time employees of a public sector organization in India were used to test a social exchange model of employee work attitudes and behaviors. LISREL results revealed that whereas the three organizational justice dimensions (distributive, procedural and interactional) were related to trust in organization only interactional justice was related to trust in supervisor. The results further revealed that relative to the hypothesized fully mediated model a partially mediated model better fitted the data. Trust in organization partially mediated the relationship between distributive and procedural justice and the work attitudes of job satisfaction, turnover intentions, and organizational commitment but fully mediated the relationship between interactional justice and these work attitudes. In contrast, trust in supervisor fully mediated the relationship between interactional justice and the work behaviors of task performance and the individually-and organizationally-oriented dimensions of citizenship behavior.

show abstract

Understanding employee commitment in the public organization: a study of the juvenile detention center

Cited by 78 publications

References 29 publications

Effects of Strategic Performance Appraisal, Career Planning and Employee Participation on Organizational Commitment: An Empirical Study

Effects of Strategic Performance Appraisal, Career Planning and Employee Participation on Organizational Commitment: An Empirical Study

Job Involvement as Predictor of Employee Commitment: Evidence from Pakistan

Trust as a mediator of the relationship between organizational justice and work outcomes: test of a social exchange model

Contact Info

Product

Resources

About