Goal-setting has become a popular and effective motivational tool, utilized by practitioners and substantiated with decades of empirical research. However, the potential for goal-setting to enhance performance may come at the cost of ethical behavior. I propose a theoretical model linking attributes of goals and goal-setting practices to unethical behavior through two psychological mechanisms – ethical recognition and moral disengagement; and addressing the moderating role of individual differences (e.g., goal-commitment and conscientiousness), as well as the (...) broader organizational ethical context. (shrink)

Organizations operate in dynamic environments, which not only requires organizations to adjust, but also for employees to adapt quickly to align with new or adjusted organizational goals. Servant leadership has been shown to help employees develop and grow and behave in a moral and fair manner which are important elements for successful change. We aim to provide a further understanding of the associations between servant leadership and organizational outcomes during changing times. Drawing on the theories of social exchange (...) and goal-setting, and the norm of reciprocity, we propose the mediating role of organizational goal clarity in the associations between servant leadership and five organizational outcomes. The hypotheses are tested in four studies: a two-wave time-lagged survey study conducted in a service company going through a merger, and three experimental studies. The results show that servant leadership relates positively to goal clarity and negatively to uncertainty of employees during organizational change. Furthermore, organizational goal clarity positively mediates the associations between servant leadership and employees’ organizational change commitment and service performance (e.g., organizational citizenship behavior, customer service and customer orientation). This investigation provides a theoretical and empirical validation of a mechanism through which servant leaders enhance organizational performance during changing times. (shrink)

Highly committed teachers spend more effort helping their schools achieve the academic goals. The Covid-19 pandemic had a dire effect on education worldwide. However, just after a few semesters, teachers were asked to return back to schools to teach in person. This study aims to analyze the organizational commitment levels of school teachers before and after the implementation of the Covid-19 pandemic measures that resulted in a two semester break in face-to-face teaching. In this study, a quantitative research (...) method was utilized. A total of 300 teachers’ commitment levels were assessed in a longitudinal test by using a popular tool in order to see the relative change as result of Covid-19 pandemic in Cyprus. The study mainly focuses on gender, marital status, education levels, job experience, and duration of work in the organizations in which the information from responses were statistically analyzed. According to the results of the quantitative analysis, the organizational commitment sampling average were determined to be at medium-high levels. The commitment levels of teachers were observed to decrease after the Covid-19 pandemic measures came to be implemented in schools. A detailed investigation of the school teachers’ commitment levels corresponding to the different demographic characteristics before Covid-19 and after the implementation of normalization measures is presented herein. (shrink)

Based on social exchange theory and attribution theory, this paper explores the role of affective commitment and organizational support in the relationship between career growth and the engagement of knowledge workers. The results show that career growth has a positive impact on knowledge workers’ organizational engagement; career goal progress and professional ability development promote job engagement; career growth has a positive effect on affective commitment, which in turn influences employee engagement; affective commitment plays a (...) mediating role in the effect of career growth on engagement; and perceived organizational support positively moderates the relationship between career growth and affective commitment. (shrink)

While leading through goals is usually associated with a task-oriented leadership style, the present work links goal setting to transformational leadership. A longitudinal field study was conducted to investigate the influence of transformational leadership on followers’ job satisfaction, organizational commitment, and proactive behavior via goal attributes. Findings indicate that transformational leaders influence the extent to which followers evaluate organizational goals as important and perceive them as attainable. Multiple mediation analysis revealed that these goal attributes (...) transmit the effect of transformational leadership on followers’ job attitudes and proactive behavior. However, goal importance and goal attainability seem to be of differential importance for the different outcomes. (shrink)

This paper extends previous attempts at understanding the nature of organizational integrity and its increasingly important role for companies which, after all, bear a moral and societal responsibility. Interpretations of organizational integrity in business ethics literature incorporate aspects ranging from the behavior of managers and employees to corporate structures and incentive systems. We argue that virtue ethics builds an indispensable framework for understanding the origin of the concept of integrity and transfer these findings to an organizational level. (...) Hence, we first define organizational integrity, and second operationalize it in a closed three-step process, consisting of morally sound corporate commitments, their transparent institutionalization within the company, and their implementation into actions. We consider the main goal of organizational integrity to be of a preventative investment nature. Organizational integrity is a company investment that translates into avoiding fines for potential violations of the law or ethical missteps, as well as an investment in the company’s reputation. In turn, organizational integrity can protect a company from disruptions that can threaten its existence. Defining and operationalizing the concept of organizational integrity provides the foundation for future scientific research and the basis for developing practical guidance for organizations and managers. (shrink)

The existing literature provides conflicting evidence of whether a collectivistic value orientation is associated with ethical or unethical behavior. To address this confusion, we integrate collectivism theory and research with prior work on social identity, moral boundedness, group morality, and moral identity to develop a model of the double-edged effects of collectivism on employee conduct. We argue that collectivism is morally bounded depending on who the other is, and thus it inhibits employees’ motivation to engage in unethical pro-self behavior, yet (...) strengthens their motivation to engage in unethical pro-organization behavior. We further predict that these effects are mediated by the psychological mechanism of organizational goal commitment and moderated by a person’s strength of moral identity. Results of three studies conducted in China and the United States and involving both field and experimental data offer strong support for our hypotheses. Theoretical and practical implications of the research are discussed. (shrink)

Get organizational results by nurturing commitment, integrity, and transparency. A healthy corporate culture is the secret to an organization's performance. The good news is that employees already embody the values needed to propel the organization to its goals, but institutional roadblocks get in the way. All too often leaders don't know how to diagnose their culture in order to clear these roadblocks to performance. The 3 Power Values presents a breakthrough model that permits leaders to measure and manage (...) culture. To create a fully aligned high-performing culture, leaders need only focus on nurturing three catalyst values: Commitment, Integrity, and Transparency. Offers an innovative values-centered model to help organizations achieve short-term goals without sacrificing long-run sustainability Filled with lively case studies of major companies including Johnson & Johnson and Boeing David Gebler is a recognized thought leader in the field of values-based ethics and culture risk management The 3 Power Values offers leaders at all levels a unique and accessible approach to identifying the behavioral challenges that are hindering their corporate culture and to removing them effectively. (shrink)

This study investigates the social–psychological mechanisms leading individuals in organizations to engage in environmental citizenship behaviors, which entail keeping abreast of, and participating in, the environmental affairs of a company. Informed by the corporate greening and organizational behavior literature, we suggested that an employee’s level of involvement in the management of a company’s environmental impact was the overt manifestation of his or her discretionary sense of commitment to environmental concerns in the work context, and that such commitment (...) developed through the interplay of individual, organizational, and supervisory factors. Our general findings support the idea that when environmental protection is valued and encouraged by the company and line managers, organization members are more likely to experience a volitional sense of attachment and responsibility to corporate environmental goals and values, which is enacted through citizenship behaviors. We also expected that individual ecological beliefs would strengthen the environmental commitment of employees via identification with, and adherence to, the socially responsible cause embodied by the organization and its managerial staff. But it did not. On the contrary, the data indicated that corporate environmental policy is more likely to influence an employee’s level of environmental commitment when he or she holds weak versus strong personal ecological beliefs. Theoretical and managerial implications of our findings are discussed. (shrink)

Purpose driven companies have developed their corporate culture with a commitment to stakeholders, Sustainable Development Goals, and social responsibility, prioritizing the management of organizational intangibles over capital. The overall objective of this research is to gain knowledge regarding the attention and emotional intensity registered by young Spanish university students when visualizing corporate purpose versus corporate visual identity, as well as the image of the Chairman of the main Spanish companies quoted on the IBEX 35. The techniques of eye (...) tracking and galvanic skin response have been used with 31 Spanish university students. The results suggest that brands with the highest brand equity in the Interbrand ranking are also the ones that receive the highest levels of attention and emotional arousal, and that a well-formulated corporate purpose is not enough to satisfy the public if company credibility is low due to previous perceptions of an organization. (shrink)

Background:Healthcare organizations are now challenged to retain nurses’ generation and understand why they are leaving their nursing career prematurely. Acquiring knowledge about the effect of ethical work climate and level of perceived organizational support can help organizational leaders to deal effectively with dysfunctional behaviors and make a difference in enhancing nurses’ dedication, commitment, satisfaction, and loyalty to their organization.Purpose:This study aims to determine the relationship between ethical work climate, and perceived organizational support and nurses’ organizational (...) commitment, job satisfaction, and turnover intention.Methods:A descriptive correlational research design was conducted in all inpatient care units at three major hospitals affiliated to different health sectors at Alexandria governorate. All nurses working in these previous hospitals were included in the study (N = 500). Ethical Climate Questionnaire, Survey of Perceived Organizational Support, Organizational Commitment Questionnaire, Index of Job Satisfaction, and Intention to Turnover scale were used to measure study variables.Ethical considerations:Approval was obtained from Ethics Committee at Faculty of Nursing, Alexandria University. Privacy and confidentiality of data were maintained and assured by obtaining subjects’ informed consent to participate in the research before data collection.Findings:The result revealed positive significant correlations between nurses’ perception of overall ethical work climate and each of perceived organizational support, commitment, as well as their job satisfaction. However, negative significant correlations were found between nurses’ turnover intention and each of these variables. Also, approximately 33% of the explained variance of turnover intention is accounted by ethical work climate, organizational support, organizational commitment, and job satisfaction, and these variables independently contributed significantly in the prediction of turnover intention.Recommendation:Strategies to foster and enhance ethical and supportive work climates as well as job-related benefits are considered significant factors in increasing nurses’ commitment and satisfaction and decreasing their turnover intention. (shrink)

This article examines the ethical implications of Ian Mitroff's scholarly contribution to the study of Organizational Communication. Although Mitroff does not specifically ground his work in ethics, this article considers an ethic of choicemaking to be a significant interpretive key for understanding the contribution of his research. In addition, this article provides another conceptual key for understanding the considerable quantity of Mitroff's work by organizing it around three major themes: science, decision-making, and myth. The goal of this article (...) is to make explicit two conceptual keys to Mitroff's scholarship, an ethic of choice and a three-fold division of his work that exemplifies his commitment to maximizing choice in organizational settings. (shrink)

Using an ethical approach to the study of employability, we question the mainstream approach to career self-direction. We focus on a specific category of employees that has been neglected in past research, namely vulnerable workers who have been unemployed for several years and who have faced multiple psychosocial problems. Building on the Ability-Motivation-Opportunity model, we examine how establishing clear expectations, developmental inducements, and social organizational goals can foster employability competences of vulnerable workers. Our study took place in the particularly (...) relevant context of social enterprises, which have a primary goal to enhance the employability competences of vulnerable workers. Multilevel analysis of data from 38 CEOs of social enterprises, 121 leaders and 594 workers, demonstrated that establishing clear expectations and developmental inducements enable vulnerable workers to anticipate and optimize their employability competences. Furthermore, a positive association was found between establishing clear expectations and the balance dimension of employability, yet only in social enterprises that prioritize social organizational goals, suggesting the need to recognize the extent organizational goals shape opportunities for vulnerable workers. Establishing clear expectations and developmental inducements can therefore enhance vulnerable workers’ employability competences in supportive contexts; however, there may be detrimental side effects to drifting away from social organizational goals. (shrink)

With online communication being of growing importance in the organizational context, the aim of this research is to measure its relevance and acceptance among Nigerian businesses and employees. Therefore, a case study focusing on Nigeria Breweries Plc. has been designed and conducted, permitting conclusions on the implementation, efficiency, overall perception, and challenges related to the use of online communication tools in the context of Nigerian businesses of today and tomorrow.

The Big Two theoretical framework suggests that two traits, namely morality and competence, govern social judgments of individuals and that morality shows a primacy effect over competence because it has more diagnostic value. In this study we tested the primacy effect of morality in the workplace by examining how instrumental or relational goals of organizations might influence the importance of morality or competence of candidates during the hiring process. We hypothesized that the primacy effect of morality might hold when (...) class='Hi'>organizational goals are relational, but it might get reversed when organizational goals are instrumental. Supporting our hypothesis, in a field study and two experiments we found that people perceive moral candidates as more appropriate for recruitment when an organization prioritizes relational goals. In contrast, people perceive competent candidates as more appropriate for recruitment when an organization prioritizes instrumental goals. Perceived appropriateness of a candidate, in turn, predicts a stronger intention to recruit a candidate. These results provide evidence for a reversal of the primacy effect of morality in a work setting, and illuminate the important role of organizational goals in social judgments. (shrink)

Objective: Theory and research suggest that the pursuit of personal goals that do not fit a person's affect-based implicit motives results in impaired emotional well-being, including increased symptoms of depression. The aim of this study was to evaluate an intervention designed to enhance motive-goal congruence and study its impact on well-being. Method: Seventy-four German students (mean age = 22.91, SD = 3.68; 64.9% female) without current psychopathology, randomly allocated to 3 groups: motivational feedback (FB; n = 25; participants learned (...) about the fit between their implicit motives and explicit goals), FB + congruence-enhancement training (CET; n = 22; participants also engaged in exercises to increase the fit between their implicit motives and goals), and a no-intervention control group (n = 27), were administered measures of implicit motives, personal goal commitments, happiness, depressive symptoms, and life satisfaction 3 weeks before (T1) and 6 weeks after (T2) treatment. Results: On two types of congruence measures derived from motive and goal assessments, treated participants showed increases in agentic (power and achievement) congruence, with improvements being most consistent in the FB+CET group. Treated participants also showed a trend-level depressive symptom reduction, but no changes on other well-being measures. Although increases in overall and agentic motivational congruence were associated with increases in affective well-being, treatment-based reduction of depressive symptoms was not mediated by treatment-based agentic congruence changes. Conclusion: These findings document that motivational congruence can be effectively enhanced, that changes in motivational congruence are associated with changes in affective well-being, and they suggest that individuals’ implicit motives should be considered when personal goals are discussed in the therapeutic process. (shrink)

Business organizations in their work environment, aspire to create a high level of performance and low levels of absenteeism and turnover. Organizational commitment is considered a key factor in achieving this objective, however, it can be conditioned by several factors, among which is the psychological contract. The literature has related the organizational commitment with the fulfillment of the psychological contract framing it as one of the explanatory variables. This work aims to investigate research trends on psychological (...) contract and organizational commitment. For this purpose, bibliometric techniques and the software SciMAT have been used. 220 journal articles indexed in Web of Science (WoS) were analyzed. The findings indicate that the theme chosen for this review is valid. Based on the relationship between the two concepts, as the most recurrent themes, issues such as the sense of justice and the consequences of the violation of the psychological contract, normative commitment, HR management or job insecurity are addressed. However, in the last period analyzed (2015–2018), publications related to more sensitive topics to the present time emerge, such as the employability or the impact of these two concepts in the new generations (millennial and generation-Y) or the retention of talent. On the other hand, shortcomings are detected in the research on the ideologically charged psychological contract, the analysis of the organizational context or cultural and demographic factors in relation to both theoretical constructs. The contribution of this work lies in giving visibility to scientific results, which will serve business organizations as instruments for decision making in their labor management and, for the scientific community, as knowledge of the research spaces to explore. (shrink)

Organizations interested in employee ethics compliance face the problem of conflict between employee and organizational ethical standards. Socializing new employees is one way of assuring compliance. Important for longer term employees as well as new ones, however, is making those standards visible and then operable in the daily life of an organization. This study, conducted in one large organization, found that, depending on organizational level, awareness of an organization's ethical standards is predicted by managerial adherence to and (...) class='Hi'>organizational compliance with those standards and/or discussions with peers. Regardless of level, organizational commitment was predicted most strongly by managerial adherence to organizational standards. These findings have theoretical implications for the fields of business ethics, organizational identity and organizational socialization and practical implications for the implementation of ethics policies. (shrink)

Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and (...) social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy. In making this argument, we draw on an extensive literature review to document the relative lack of substantive discussion of organizational democracy since 1960. And we draw lessons from political theory, suggesting that the success of political democracy in integrating diverse values offers some grounds for asserting parallel virtues in the business case. (shrink)

Servant leadership is a leadership philosophy which addresses the concerns of ethics, customer experience, and employee engagement while creating a unique organizational culture where both leaders and followers unite to reach organizational goals without positional or authoritative power. With employees viewed as one of the greatest assets for organizations, maintaining loyal, productive employees while balancing profits becomes a challenge for leaders, and drives the need to understand employee engagement drivers. Thus, the purpose of this study was to qualitatively (...) explore servant leadership from the perspective of employees. Participants were 11 employees from a servant leadership led restaurant who took part in two focus groups. The modified van Kaam method (Moustakas 1994) contributed to data analysis, which examined employee responses for comparison and assessment. Several themes emerged including servant leader experience, servant leader traits, the impact of servant leadership, the application of servant leadership, and limited employee attrition. The themes revealed servant leadership positively influences employee engagement while contributing to employee loyalty to the workplace. Based on the servant leader experience, participants were more committed, built healthy work relationships, and actively participated in achieving organizational goals. Findings are discussed in light of current research and practical applications are provided. (shrink)

Conceptualization and measurement of organizational commitment involve different dimensions that include economic, affective, as well as moral aspects labelled in the literature as: ‘continuance’, ‘affective’ and ‘normative’ commitment. This multidimensional framework emerges from the convergence of different research lines. Using Aristotle’s philosophical framework, that explicitly considers the role of the will in human commitment, it is proposed a rational explanation of the existence of mentioned dimensions in organizational commitment. Such a theoretical proposal may offer (...) a more accurate definition of ‘affective commitment’ that distinguishes feelings from rational judgments. The use of a philosophical explanation coherent with psychological findings also allows the discovery of a wider moral concept of ‘normative commitment’. (shrink)

In Commit to Win, Heidi Reeder, PhD, unpacks over forty years of research by psychologists and economists to show that the key to reaching any goal, whether it' to hit the gym more often or to finally quit that dead-end job, isn' motivation, willpower, or determination. It' commitment. Busting the myths most of us believe about commitment, Reeder shows that it all comes down to four variables: treasures, troubles, contributions, and choices. Together, these variables make up a (...) formula that not only measures how committed we are, but also shows which factors we can change to get our commitment level in sync with what we want to do. (shrink)

Publication date: 16 April 2018 Source: Author: Remi Chukwudi Okeke, Desmond Okechukwu Nnamani This study interrogates the notion of an envisaged age of wisdom whereby, the current information / knowledge worker era will be succeeded by a new order, in which information and knowledge will be impregnated with purpose and principles. The study thus examines the issue of worker commitment and organizational citizenship behaviour in the assumed age of wisdom. The analytical framework of the study is the rational (...) choice theory. Precedent to the envisioned age of wisdom is the condition of putting service before self. We argued in the study that the age of wisdom-position contextually discountenances with a fundamentally contentious issue in human affairs, which has to do with whether the individual in the society is an inherently self-interested or an innately altruistic being. In the study’s re-imaginations, worker commitment and organizational citizenship behaviours will continue to be influenced by the intrinsic tendencies, in the regards of subjective rationality. In contrast to the assumed precedent-condition of putting service before self in the imminent age of wisdom, this study sees general continuity in subjective rationalities but with massive increases in universal productivity, arising from enduring human inventiveness and sundry efforts. (shrink)

The purpose of this study was to assess the relationships among ethical context, organizational commitment, and person-organization fit using a sample of 304 young working adults. Results indicated that corporate ethical values signifying different cultural aspects of an ethical context were positively related to both organizational commitment and person-organization fit. Organizational commitment was also positively related to person-organization fit. The findings suggest that the development and promotion of an ethical context might enhance employees' workplace (...) experiences, and companies should consider adopting ethical policies that support principled conduct, punish unethical actions, and increase individual perceptions of an ethical company environment. (shrink)

Are the employees working in different countries and enjoying healthy compensation truly loyal to their organization? Our study attempts to answer this question by examining the role of perception of politics on the affective commitment of expatriates in the Sultanate of Oman. Following the axiom of equity theory, the relationships between the perception of politics (POP) to affective commitment (AC) and Islamic work ethics (IWE) to affective commitment (AC) was tested. The moderating role of Islamic work ethics (...) was also examined in the POP-AC relationship. Responses from 146 employees were collected following a simple random sampling technique. Employees working in different organizations at various managerial levels were approached for data collection. Descriptive statistics, correlation, and regression tests were applied to test hypotheses using SPSS-22.0 and SmartPLS-4. Results confirmed the positive relationship between Islamic work ethics to affective commitment and the negative relationship between perception of politics to affective commitment. Moreover, the negative relationship between the perception of politics with affective commitment was weaker when Islamic work ethics were high. Practical implications of the study are presented based on the results. (shrink)

Conceptualization and measurement of organizational commitment involve different dimensions that include economic, affective, as well as moral aspects labelled in the literature as: ‘continuance’, ‘affective’ and ‘normative’ commitment. This multidimensional framework emerges from the convergence of different research lines. Using Aristotle’s philosophical framework, that explicitly considers the role of the will in human commitment, it is proposed a rational explanation of the existence of mentioned dimensions in organizational commitment. Such a theoretical proposal may offer (...) a more accurate definition of ‘affective commitment’ that distinguishes feelings from rational judgments. The use of a philosophical explanation coherent with psychological findings also allows the discovery of a wider moral concept of ‘normative commitment’. (shrink)

Instead of the currently prevailing competitive model, a more collaborative strategy is needed to address the concerns related to the unsustainability of today’s business. This article aims to explore collaborative approaches where enterprises seek to build long-term, mutually beneficial relationships with all stakeholders and want to produce sustainable values for their whole business ecosystem. Cases here analyzed demonstrate that alternative ways of doing business are possible. These enterprises share more democratic ownership structures, more balanced and broader governance systems, and a (...) more comprehensive view of organizational goals and performance – which goes beyond the narrow concept of financial bottom line and into a stronger and systematic care of the needs and requirements of the different stakeholder groups. Thanks to this evidence and different theoretical and empirical contributions, we suggest that the strength and sustainability of enterprises come from their ability to fit into the environmental, social, and cultural context in which they operate. By creating values for all stakeholders, enterprises can involve them and gain deep support based on their commitment. This may lead to superior performance from a multiple-bottom-line perspective. (shrink)

This study examines the influences of individual behaviour and organizational commitment towards the enhancement of Islamic Work Ethics at the Royal Malaysian Air Force. It involved 312 respondents of different backgrounds and the data were analysed using descriptive analysis and structural equation modelling analysis. The results show that both individual behaviour and organizational commitment have significantly correlated with the enhancement of IWE. The findings could help managers especially of multinational corporations operating in Muslim countries to enhance (...) the company performances by instituting elements of IWE in their organizations. This can be done by promoting the understanding of IWE and providing a conducive environment to practice it. (shrink)

IS professionals have been reported to have one of the highest turnover rates. They have also often been accused of unethical conduct, specifically, pirating software, hacking, giving professional opinion that exceeds their knowledge, and not protecting people''s privacy. In a sample of 71 IS professionals and 250 members of other professions we found that IS professionals were more committed to their organizations than the other professionals, and that IS professionals were, indeed, less ethical with respect to software piracy and hacking. (...) However, we found that they were not less ethical regarding professional opinions that exceed one''s knowledge and protecting people''s privacy. (shrink)

This study examines the impact of various ethical climate types and job satisfaction on organizational commitment of 144 employees working at a Chinese private construction company. Both caring and independence climate types had a significant positive impact on organizational commitment. Instrumental climate had a significant negative impact on organizational commitment. Other climate types (professional, rules, and efficiency) had no significant impact on organizational commitment. Overall job satisfaction had a significant positive impact on (...) organizational commitment. Overclaiming was significantly correlated with organizational commitment, caring climate, rules climate, and job satisfaction. (shrink)

In the wake of corporate ethical scandals that have harmed millions of employees and investors, there has been an increase in the number of works written in the last decade, which aim to answer one apparently simple question: what causes unethical behavior, and what can we do, if anything, to prevent similar transgressions in the future? The extensive research around this question is the best proof of its real complexity as the challenge of disentangling the background of ethical behavior has (...) obvious academic and practical interest. This study aims to take a further step toward that goal. Much research has noted the impact of multiple aspects of organizational contexts on individuals’ ethical behavior. However, studies that analyze the impact of organizational learning capability (OLC) on employees’ ethical behavior are few and far between. This was the first aim of this study. The second centered on gaining a deeper understanding of the relationship between OLC and ethical behavior by analyzing the mediating role of employability and organizational commitment. We tested our hypotheses through a structural equation methodology applied to a sample of 641 workers from 166 Spanish consultancy firms and found a positive, direct relationship between OLC and employability, OLC and organizational commitment, employability and organizational commitment, and organizational commitment and ethical behavior. (shrink)

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, the roles of (...) psychological ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed. (shrink)

In this article, we will attempt to answer the following question: What is the state of 21 years of scientific production regarding spiritual leadership (SL) in its relationship with organizational commitment (OC)? To accomplish this objective, we used a rigorous bibliometric approach employing two scientific databases: Scopus and Web of Science. Eighty-two articles were identified for the period between 2000 and 2021, but only 52 articles have been appropriate for the analysis. Two software were used for the data (...) analysis: IRAMUTEQ and VOSviewer. This systematic literature review was performed to shed more light on our current understanding and to identify patterns and gaps in previous studies of SL as it relates to OC. The results assert that the literature on the relationship between SL and OC has an important role for individuals and organizations. Theoretically, it highlights grey areas that need to be exploited to enrich the scientific literature, including constructs that will moderate or mediate the relationship between SL and OC. Practically, the research perspectives indicate the significant role that the SL can play in paying attention to the spiritual needs of employees and its positive effects on the organization. The findings have implications for both the employees and the organization. (shrink)

The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate (...) several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors, team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries. (shrink)

With the progress of social production, the competition for talents among enterprises is fierce, and the market often lacks capable leaders, which leads to the lack of management of enterprise employees and cannot bring more economic benefits to enterprises. Traditional leaders make subordinate employees work actively and achieve the common goal of the enterprise by exerting their own leadership characteristics and observing their subordinates, but they cannot take care of the psychological state of each employee, resulting in the employee's (...) work efficiency is not very high. In recent years, charismatic leadership has become an important economic leader in the new era, and the theoretical spirit of charismatic leadership can well guide employees to work actively. Artificial intelligence affective computing can well identify the psychological state of the subject, and the combination of artificial intelligence affective computing and charismatic leadership can achieve effective management of employees through the predictive analysis of employees' psychological state. This paper compares the psychological state prediction analysis of employees' work attitudes between charismatic leaders based on artificial intelligence affective computing and traditional leaders through experiments. The results show that: charismatic leaders based on artificial intelligence affective computing predictive analytics can improve sensitivity to employee needs, resulting in an 8.2% increase in employee trust in leadership, a 4.4% increase in employee commitment to achieving organizational goals, and a 19.3% increase in employee job satisfaction. The psychological state prediction analysis of charismatic leaders based on artificial intelligence affective computing on employees' work attitudes can improve the work efficiency of employees and the economic benefits of enterprises. (shrink)

Religious and spiritual variables have largely been excluded from organizational research. Yet, there is a growing body of literature that suggests religion and spirituality have a significant and substantive role in influencing employees’ attitudes and behaviors at work. This paper aims to add to this literature by looking at the relationships of spiritual calling with job satisfaction and affective organizational commitment after accounting for a range of demographic, religious, and work controls. Furthermore, we explore the interactive effect (...) of spiritual calling and job satisfaction on organizational commitment. The data are drawn from a nationally representative sample of 771 adults in the United States. The results provide evidence of a positive relationship between spiritual calling and both job satisfaction and organizational commitment. Additionally, our results support the interaction of spiritual calling and job satisfaction explaining additional variance in organizational commitment. Specifically, not only is organizational commitment strongest when spiritual calling and job satisfaction are both strong, but the results also indicate that spiritual calling is positively associated with organizational commitment even if one’s job is not very satisfying. (shrink)

Job burnout, organizational commitment, and work environment continue to be important areas of research to be studied in the realm of company employment and employee retention. Job burnout is the state of physical and emotional exhaustion and perceiving one’s profession as dull or overwhelming. Meanwhile, organizational commitment refers to the company’s attitude towards the organization and their employees, encompassing loyalty, moral responsibility, and their willingness to work. And lastly, work environment provides opportunities for employees to establish (...) connections, develop skills, and maximize their full potential in performing tasks. For the current study, researchers utilized descriptive-correlational research design to investigate the influence of Work Environment towards the job burnout and organizational commitment of BPO agents in selected companies in Bulacan, Philippines. Hence, Danish Psychosocial Work Environment Questionnaire (DPQ), Maslach Burnout Inventory - General Survey (MBI-GS), and the Three-Dimensional Model of Organizational Commitment Scale (ACS, NCS, CCS) were employed to properly assess the study's objectives. Multiple Linear Regression Analysis was performed to analyze the collected data. Based on the analysis, findings show that work environment has no significant influence on the job burnout and organizational commitment of BPO Agents. Furthermore, the results of this study were thoroughly evaluated, leading to an in-depth discussion. Based on the findings, recommendations were made to benefit the stakeholders of the study and contributeto the existing body of knowledge. (shrink)

Drawing from research on person–organization fit, work engagement, and emotional intelligence, this study investigates the mediating role of work engagement in the link between goal congruence and organizational deviance, as well as how this mediating effect might be moderated by emotional intelligence. Data captured from 272 employees of four IT companies show that the goal congruence between employees and their supervisor negatively affects the former’s organizational deviance, though this effect disappears when controlling for the intermediate role (...) of work engagement. Further, emotional intelligence moderates both the positive relationship between goal congruence and work engagement and the negative relationship between work engagement and organizational deviance, such that these relationships become invigorated at higher levels of emotional intelligence. The findings also reveal that the indirect effect of goal congruence on organizational deviance through work engagement is more pronounced at higher levels of emotional intelligence, which offers evidence of moderated mediation. These findings have significant implications for research and practice. (shrink)

The present study evaluated the relationship between job satisfaction and unethical pro-organizational behavior (UPB), directly as well as indirectly, through organizational commitment. Multidimensional constructs were utilized for job satisfaction and organizational commitment to provide a granular understanding of how these constructs can motivate employees to engage in UPB, which can threaten organizations' success and diminish the public's confidence in organizations. In order to test these relationships, a diverse sample of 617 participants was recruited through the (...) online survey distribution platform Amazon Mechanical Turk (MTurk®) to test the theoretical model using structural equation modeling (SEM). The results indicated that identification, affiliation, and exchange commitment served as intervening variables between growth satisfaction and UPB, while no significant indirect effect of internal work motivation on UPB was found. Implications for research and practice are discussed. (shrink)

The present study evaluated the relationship between job satisfaction and unethical pro-organizational behavior, directly as well as indirectly, through organizational commitment. Multidimensional constructs were utilized for job satisfaction and organizational commitment to provide a granular understanding of how these constructs can motivate employees to engage in UPB, which can threaten organizations' success and diminish the public's confidence in organizations. In order to test these relationships, a diverse sample of 617 participants was recruited through the online (...) survey distribution platform Amazon Mechanical Turk to test the theoretical model using structural equation modeling. The results indicated that identification, affiliation, and exchange commitment served as intervening variables between growth satisfaction and UPB, while no significant indirect effect of internal work motivation on UPB was found. Implications for research and practice are discussed. (shrink)

Organizational values determine the behaviour and norms expected in the organization. The more similar the attitude, the way of thinking and the value system among organizational members the stronger the culture is. The characteristics of personality can be well modelled with the concept of self-evaluation. The purpose of this article is to create a theoretical framework that reveals the relationships between self-evaluation dimensions, organizational values and employees’ commitment dimensions. Based on the results, affective commitment is (...) supported by a high level of self-esteem and self-efficacy through the organizational values such as collaboration, trust, affiliation, achievement, autonomy, competition and growth. In contrast, professional commitment is supported by a high level of locus of control and emotional stability, through the organizational values such as routinization, attention to details, formalization, support, communication and consistency. The conclusions of the theoretical model can... (shrink)

ABSTRACT:If an employee is committed to his firm—if he is “attached” or “bound” to it—then his firm may be able to obtain a discount on his labor. This paper asks: Is it wrong for firms to do so? If we understand just or fair pay solely in terms of voluntary agreements between employers and employees, the answer seems to be ‘no.’ Against this, I argue that, in some cases, it is ‘yes.’ In particular, it is wrong for firms to try (...) to obtain discounts on their committed employees’ labor when their employees reasonably expect that they will not try to obtain them. In the process, I probe the limits of exploitation and question the relevance of contribution to fairness in compensation. (shrink)