Workers’ Affective Commitment and their Willingness to Perform Discretionary Work Behaviour: the Impact of Commitment-Oriented Human Resources Management Practices

Abstract

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).

Occupational Health and Safety and Organizational Commitment: Evidence from the Ghanaian Mining Industry

“…This finding is consistent with an earlier study conducted by Siu [41] , who also found a positive relationship between the physical well-being of employees and affective commitment. According to Zeidan [44] , employees with high affective commitment demonstrate emotional attachment/identification with, and involvement in the organization, and such employees are less likely to engage in withdrawal behaviors such as absenteeism, low performance, and turnover [45] , [46] .…”

Proactivity towards workplace safety improvement: an investigation of its motivational drivers and organizational outcomes

“…From a social-exchange perspective, safety helping can be a way to reciprocate high positive relationships with the organizations and supervisors who show they care for their employees (Curcuruto & Griffin, 2018;Hofmann et al, 2003;Mearns & Reader, 2008;Zohar, 2002). In the broader literature on work performance (Zeidan, 2006) and organizational citizenship (Podsakoff, MacKenzie, Paine, & Bachrach, 2000), affective commitment has been shown to predict forms of citizenship considered prosocial or affiliation-oriented, like altruism and supportive behaviours (Belschak & Den Hartog, 2010;Carmeli & Colakoglu, 2005;Curcuruto & Griffin, 2018;Shore & Wayne, 1993;Vogus, Rothman, Sutcliffe, & Weick, 2014). We thus also hypothesize:…”

A preliminary field test of an employee work passion model

“…The concept of work intention has been repetitively examined in studies in which the employee' s intent to stay with an organization has correlated with behaviors such as performance and turnover (e.g., Griffeth, Hom, & Gaertner, 2000;Hom et al, 1984;Podsakoff et al, 2007;Steel & Ovalle, 1984;Tett & Meyer, 1993;Zeidan, 2006). The intent to leave an organization has been shown to be the strongest predictor of employee turnover behavior in contrast to the lack of job satisfaction or the lack of organizational commitment (Tett & Meyer).…”

“…Steel & Ovalle, 1984;Tett & Meyer, 1993); (2) intent to endorse (e.g., Moorman & Blakely, 1995;Porter et al, 1974); (3) intent to exert discretionary effort (e.g., Gould-Williams, 2003;Zeidan, 2006); (4) intent to use organizational citizenship behaviors (e.g., Podsakoff, MacKenzie, Moorman, & Fetter, 1990); and (5) intent to perform (e.g., Williams & Anderson, 1991). These types of intentions should be assessed to fully understand behavioral intentions that may emanate from an individual' s positive sense of work well-being.…”