Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership

To address why the relationship between affective organizational commitment and job performance varies, we draw on the theorization of Meyer, Becker, and Vandenberghe to propose moderation of affective occupational commitment and transformational leadership, separately and interactively. Data collected from 398 employees and their supervisors supported our hypotheses. Specifically, affective organizational commitment was more strongly associated with job performance for employees with high occupational commitment, or when a supervisor's transformational leadership was high. Importantly, in a moderated mediation relationship, we found the effect of transformational leadership on the relationship between affective organizational commitment and job performance for employees with high occupational commitment was contrary to its effect on employees with low occupational commitment. Given the significant roles of both commitments as discussed in the present study, we offer suggestions on how to consider these factors during the assessment and selection of personnel and role assignment.     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

组织中的社会交换：由直接到间接

社会交换理论被引用来研究组织中的两种交换：员工与所在组织之间的交换——“感受组织支持”（POS）和员工与直接上司之间的交换——“领导—成员交换”（LMX）。以往的研究侧重于“直接交换”,即：从POS和LMX到员工工作产出的直接回归。该文以员工的组织情感承诺和工作满意感为中介变量,考察POS和LMX对员工工作产出的间接影响。在919份有效问卷的基础上,通过结构方程模型的比较,结果发现：组织情感承诺和工作满意感的确可以在POS和LMX与员工工作产出之间承担全部或部分中介的角色。这说明,员工与组织之间、上司与下属之间的交换只有小部分是“直接交换”,大部分则属于“间接交换”。最后,作者讨论了这些新发现的理论意义和实践意义,并指出了该研究的不足之处。     

Affective and normative commitment to organization,supervisor, and coworkers: Do collectivist values matter?

Employees’ commitment to their organization is increasingly recognized as comprising of different bases (affect-, obligation-, or cost-based) and different foci (e.g., supervisor, coworkers). Two studies investigated affective and normative commitment to the organization, supervisor and coworkers in the Turkish context. The results of Study 1 confirmed that employees differentiate between affect versus obligation-based commitment towards the organization, supervisor and coworkers. Study 2 tested the “cultural hypothesis” which argues for the moderating influence of collectivistic values on the relationship between person (local) commitments and organizational-level (global) outcomes. The results failed to support the cultural hypothesis and showed that commitment to organization was predictive of organizational-level outcomes (e.g., turnover intentions), and commitment to supervisor was predictive of supervisor-related outcomes (e.g., citizenship towards supervisor). These findings suggest that the influence of culture may be less straightforward and may require a more sophisticated measurement of the nature of relationships and organizational characteristics in general.     

Supervisor Support for Employee Performance in Australia: Mediating Role of Work‐Life Balance,Job, and Life Attitude

Drawing on the job‐demands resources model, we investigated the relationship between supervisor support and employee performance and the mediating effects of work‐life balance (WLB), job and life satisfaction, and organizational commitment in a sample of 305 financial‐sector employees in Sydney, Australia. Results reveal that supervisor support is positively related to employee performance, WLB, job and life satisfaction, and organizational commitment. In turn, WLB, job and life satisfaction, and organizational commitment are positively linked to employee performance. The findings indicate a significant mediation between supervisor support and employee performance only through WLB and organizational commitment. Implications for theory and practice are discussed.     

Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance

The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. The proposed mediational model was supported with empirical results from 150 subordinate-supervisor dyads sampled across a variety of organizations. Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.     

Fit Happens Globally: A Meta‐Analytic Comparison of the Relationships of Person–Environment Fit Dimensions with Work Attitudes and Performance Across East Asia,Europe, and North America

In this cross‐cultural meta‐analysis, we examine the relationships between person–environment [P–E] fit and work attitudes (organizational commitment, job satisfaction, and intent to quit) as well as job performance based on 96 studies (110 independent samples) conducted in East Asia, Europe, and North America. We compare the results across cultures while focusing on 4 dimensions of P–E fit (person‐job fit, person–organization fit, person–group fit, and person–supervisor fit) separately and jointly. Findings suggest that the effects of rational fit (person–organization and person–job fit) are (relatively) stronger in North America and, to a lesser extent, Europe than in East Asia. However, the effects of relational fit (person–group and person–supervisor fit) are (relatively) stronger in East Asia than in North America. This highlights that in collectivistic and high power distance (vs. individualistic and low power distance) cultures, relational (vs. rational) fit is more salient in influencing employees’ perceptions about their work environments. Results are less clear concerning job performance. What is common across cultures is that, regardless of which dimension of P–E fit is being considered, fit happens and high levels of fit lead to positive outcomes, confirming the universal relevance of fit phenomenon.     

Contingent Punishment as a Double‐Edged Sword: A Dual‐Pathway Model from a Sense‐Making Perspective

A sense‐making perspective is adopted to explore how and when contingent punishment is related to job performance. Results from Study 1 support the prediction that contingent punishment is positively related to job performance through affective commitment and negatively related to job performance through self‐regulation impairment. Interpersonal justice on the part of supervisors strengthens the positive pathway, such that contingent punishment is more related to affective commitment when interpersonal justice is high. Core self‐evaluation of employees weakens the negative pathway, such that contingent punishment is less related to self‐regulation impairment when core self‐evaluation is high. Moderated mediation effects also show that the positive indirect effect of contingent punishment on job performance through affective commitment exists only when interpersonal justice is high and that the negative indirect effect of contingent punishment on job performance through self‐regulation impairment occurs only when core self‐evaluation is low. The results associated with the novel pathway mediated by self‐regulation impairment are replicated in Study 2.     

Reciprocation of perceived organizational support

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.     

Affective and normative commitment to organization, supervisor, and coworkers: Do collectivist values matter?

Employees’ commitment to their organization is increasingly recognized as comprising of different bases (affect-, obligation-, or cost-based) and different foci (e.g., supervisor, coworkers). Two studies investigated affective and normative commitment to the organization, supervisor and coworkers in the Turkish context. The results of Study 1 confirmed that employees differentiate between affect versus obligation-based commitment towards the organization, supervisor and coworkers. Study 2 tested the “cultural hypothesis” which argues for the moderating influence of collectivistic values on the relationship between person (local) commitments and organizational-level (global) outcomes. The results failed to support the cultural hypothesis and showed that commitment to organization was predictive of organizational-level outcomes (e.g., turnover intentions), and commitment to supervisor was predictive of supervisor-related outcomes (e.g., citizenship towards supervisor). These findings suggest that the influence of culture may be less straightforward and may require a more sophisticated measurement of the nature of relationships and organizational characteristics in general.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

Abusive supervision and subordinates' organization deviance

The authors developed an integrated model of the relationships among abusive supervision, affective organizational commitment, norms toward organization deviance, and organization deviance and tested the framework in 2 studies: a 2-wave investigation of 243 supervised employees and a cross-sectional study of 247 employees organized into 68 work groups. Path analytic tests of mediated moderation provide support for the prediction that the mediated effect of abusive supervision on organization deviance (through affective commitment) is stronger when employees perceive that their coworkers are more approving of organization deviance (Study 1) and when coworkers perform more acts of organization deviance (Study 2).     

Bases of social power,leadership styles,and organizational commitment

Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions.     

Antecedents and consequences of work-family enrichment among Indian managers

The present study identifies core self-evaluations, family support, supervisor support and job characteristics as the antecedents of work-to-family enrichment and family satisfaction, job satisfaction, affective commitment and organizational citizenship behavior (OCB) as its outcomes. The participants (n= 245) were employees from four organizations in India from manufacturing and information technology sectors. The results show that job characteristics and supervisor support were the predictors of work-to-family enrichment and core self-evaluations, family support and supervisor support emerged as the predictors of family-to-work enrichment. On outcomes, work-to-family enrichment are the predicator of job satisfaction, affective commitment and OCB and family-to-work enrichment as the predictor of family satisfaction, job satisfaction, affective commitment and OCB. The implications of the findings are discussed.     

Affective commitment to the organization: the contribution of perceived organizational support

Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N = 333) and a 3-year span (N = 226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N = 1,124) and in poultry- and feed-processing workers (N = 262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

Supervisor Support and Organizational Commitment: The Role of Work–Family Conflict,Job Satisfaction,and Work–Life Balance

Building on conservation of resources theory and social exchange theory, the author examined the relationship between supervisor support and organizational commitment through work–family conflict, work–life balance, and the job satisfaction of employees working in the financial sector in Australia. The study comprised 305 employees recruited through an online survey. Results indicate that supervisor support is negatively related to work–family conflict. In turn, work–life balance and job satisfaction are negatively linked to work–family conflict. The results further show that both work–life balance and job satisfaction are positively related to organizational commitment. Theoretical and practical implications, as well as limitations, are discussed.     

Perceived organizational support: a review of the literature

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.     

Personal initiative,commitment and affect at work

This paper reports two studies on the relationships between employees' personal initiative, affect and commitment. The results of Study 1 among 390 health care sector employees show that individuals' self‐rated personal initiative is related to affect as well as affective commitment to four distinguishable foci, namely the organization, supervisor, work‐group and career. Commitment explains unique variance in personal initiative, even when controlling for demographic variables and positive and negative work affect. As Study 1 relied solely on self‐report data, multi‐source data were gathered for Study 2 (N = 80). This allowed retesting the hypotheses using both self‐ and manager‐ratings of initiative. Results showed that commitment explains variance in both self‐ and manager‐rated initiative beyond demographics and affect. For self‐rated initiative, team commitment explains most variance, whereas for manager‐rated initiative, organizational commitment does.     

Supervisor Narcissism and Employee Performance: A Moderated Mediation Model of Affective Organizational Commitment and Power Distance Orientation

Abstract

Drawing upon social exchange theory, this research investigates how and when supervisor narcissism influences subordinates’ performance. Study 1 uses a two-wave survey and reveals that supervisor narcissism is negatively related to subordinates’ in-role performance. Subordinates’ affective organizational commitment mediates the relationship between supervisor narcissism and subordinates’ in-role performance. Moreover, the mediating effect is moderated by subordinates’ power distance orientation such that the mediation is weaker when power distance orientation is higher. Study 2 utilizes experimental research to replicate and extend the findings of Study 1. It shows that supervisor narcissism also negatively influences subordinates’ extra-role performance. Subordinates’ affective organizational commitment also mediates the relationship between supervisor narcissism and extra-role performance. Moreover, power distance orientation also moderates the mediating effect.