The Mediating Role Of Absorptive Capacity On The Relationship Between Climate And Commitment

Much of prior research on organizational learning studied the role of firm’s absorptive capacity. While there is an implicit research consensus on the definitions and outcomes of absorptive capacity, researchers do not seem to have reached a collective understanding of the process by which organizations become able to absorb external knowledge and then produce valuable outcomes. With this purpose we identify a well reviewed valuable outcome by the literature, i.e. the relation between climate and commitment, and we attempt to investigate the mediating role of absorptive capacity on the relation between organizational climate and commitment. The research model we propose was tested on a sample of 143 individuals belonging to some Italian organizations. Our findings show that absorptive capacity can act as leverage for achieving a higher level of employees’ commitment to the organization

Digital Leadership: Develop Perceived organizational Support in The Perception of Talent Mobility at Employment Social Security Supervisory Agency

This study analyzes the perspective of employees who consider the implementation of rotation and transfer as a disciplinary action in relation to the formation of perceived organizational support which is influenced by commitment and fairness to the organization and recommends a digital approach as a solution to address the issue. Data is collected through quantitative surveys from 4.523 employees at several offices of the Employees Social Security Sistem (BPJS Ketenagakerjaan). Organizational support is related to organizational justice and organizational commitment as the determining factors of employee acceptance of the implementation of job rotation and transfer. It resulted in different perceptions from the initial goals of job rotation and job transfer. The study suggests system digitalization in the implementation of leadership in the organization to address the issues in a broad reach. Keywords: job rotation and transfer, perceived organizational support, digital leadership, organizational commitment, organizational justic

Employees’ perceptions of human resource management practices and employee outcomes

Purpose – The purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention, in small and medium-sized enterprises (SMEs) in mainland China.Design/methodology/approach – This paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China.Findings – Employees’ perceptions of HRM practices such as training and development, reward management, and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and turnover intentions.Research limitations/implications – Although data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region.Practical implications – The relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance.Originality/value – This is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focused studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region

The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

Due to the lack of clarity between the Human Resource Management (HRM) practices and Human Resource (HR) outcomes, this study investigates the mediating role of organizational climate on the relationship between HRM practices (selection and recruitment, training and development, compensation and rewards, performance appraisal and HR planning) and HR outcomes in the public sector in Libya. A crosssectional study using questionnaire survey was conducted, whereby the questionnaires were distributed through self-administered procedure. Questionnaire data were generated from 176 respondents comprising HRM managers in the Libyan public sector. The results from the hypothesis testing indicate,among others, that overall, there is a significant relationship between HRM practices and HR outcomes. Further findings show that organizational climate significantly and fully mediates the relationship between performance appraisal, compensation and rewards and HR planning and HR outcomes, but not the relationship between training and development and recruitment and selection and HR outcomes. Based on the findings, it can be concluded that HRM practices, such as selection and recruitment, training and development, compensation and rewards, performance appraisal and HR planning are significant and important factors that determine HR outcomes in an organization. Therefore, the study recommends that HRM practitioners and policy makers, should pay more attention to HRM practices in order to effectively improve HR outcomes in the organization. The study provides additional insight on the organizational climate from the Libyan perspective. Additionally, the study highlights the theoretical and practical implications with the limitations of the study and suggestions for future study also being included

Structural empowerment and organisational performance: the mediating role of employees’ well-being in Spanish local governments

We extend the ‘black box’ picture of public management and the ‘balanced view’ of HRM literature to explore, in the public context, the impact of structural empowerment on organisational performance and the mediating role of three employee outcomes: job satisfaction and affective commitment as attitudinal variables related to eudaimonic well-being, and job anxiety as an employee health variable related to hedonic well-being. Using multilevel methodology on a sample of 103 local authorities, results show that structural empowerment is positively associated with organisational performance, both directly and indirectly, via employee health. This evidence supports the mutual gains perspective, but not as intensely as expected (empowerment does not affect attitudinal variables) and differently to the traditional perspective, since empowerment contributes to reduce job anxiety in Spanish local governments

Increasing Knowledge Transfer to Employees Through Organizational Justice with Affective Commitment as Mediator

Research aims: This study aims to determine the mediation of affective commitment on the effects of organizational justice, consisting of distributive justice, procedural justice, and interactional justice, on the knowledge transfer to employees at Diskominfo Kebumen Regency. The purpose of this research is also to find out the effect of distributive, procedural, and interactional justice on affective commitment, the effect of affective commitment on knowledge transfer, and the mediating role of affective commitment in the relationship between distributive, procedural, and interactional justice on knowledge transfer.Design/Methodology/Approach: This study used a quantitative approach with the path analysis method. Respondents in this study were employees at Diskominfo Kebumen. The sample used was 78 respondents who were taken by the total sampling technique.Research findings: This study found that distributive justice, procedural justice, and interactional justice significantly and directly affected affective commitment. The study results also showed a significant direct effect of affective commitment on knowledge transfer. Also, distributive justice, procedural justice, and interactional justice indirectly affected knowledge transfer through the mediation of affective commitment.Theoretical contribution: There are few previous studies on distributive, procedural, and interactional justice variables. The difference in this research lies in the research model development and the existing respondents’ characteristics.Practitioner/Policy implication: Based on this research, Diskominfo Kebumen, in the future, can pay attention to the variable aspects of this research in the decision-making process and the development of employee capabilities.Research limitation/Implication: The limitation in this study is that there are still few references related to variables, so mediation is needed. For example, no research addresses the direct relationship between knowledge transfer and organizational justice. Therefore, the scope for exploratory research is limited, and the research model and analysis methods must be adjusted

Impact of motivation factors on employee retention in China: mediating role of work engagement

High employee turnover is a rising concern in China, mostly due to the growing internal job market competition with economic betterment. This has been mostly attributed to monetary rewards competition among companies but there is still scarce knowledge about the role nonmonetary rewards play, from a total rewards perspective. To achieve this, work engagement can be an important explanative factor as an alternative to organizational commitment. Thus, the purpose of this paper is to investigate how total reward components, comprehending monetary and non-monetary rewards, influence employees’ choice to stay in Chinese organizations via work engagement while controlling for their job satisfaction and affective organizational commitment. With a sample of 257 employees from 19 provinces, findings show both monetary and non-monetary are important to understand turnover intentions which was explained via the mediator role of work engagement. Work engagement is advised to be at the central strategies for organizations that aim to retain employees.A alta rotatividade de funcionários é uma preocupação crescente na China, principalmente devido à crescente competição do mercado de trabalho interno com a melhoria econômica. Isso tem sido atribuído principalmente à competição por recompensas monetárias entre as empresas, mas ainda há pouco conhecimento sobre o papel que as recompensas não monetárias desempenham, de uma perspectiva de recompensa total. Para tanto, o engajamento no trabalho pode ser um importante fator explicativo como alternativa ao comprometimento organizacional. Assim, o objetivo deste artigo é investigar como os componentes da recompensa total, compreendendo recompensas monetárias e não monetárias, influenciam a escolha dos funcionários de permanecer nas organizações chinesas por meio do envolvimento no trabalho, enquanto controlam sua satisfação no trabalho e compromisso organizacional afetivo. Com uma amostra de 257 funcionários de 19 províncias, os resultados mostram que tanto monetários como não monetários são importantes para entender as intenções de rotatividade, que foram explicadas por meio do papel do mediador de engajamento no trabalho. O engajamento no trabalho é apontado como uma das estratégias centrais das organizações que visam a retenção de funcionários

Knowledge Sharing Culture Influences on Organizational Commitment: The Mediating Role of Pay Satisfaction

Public sector universities are preliminary knowledge intensive and to stunt their information effective knowledge sharing among faculty is required. We focus on the faculty of public sector universities that share or limit knowledge sharing. Determining which factors promote, influence or impede sharing of knowledge in institutions constitute important avenues for exploration. This paper has focused on three such influences; “knowledge sharing” “organizational commitment” and “pay satisfaction”. In this regard, a conceptual model is developed in which pay satisfaction serves as mediator between knowledge sharing (KS) and organizational commitment (OC) among faculty members. Data determining the above mentioned variables is collected from 309 faculty members through standardized questionnaires. Data analysis reveals that KS has positive impact on OC and on Pay Satisfaction (PS). Furthermore, pay satisfaction mediates the relationship between KS and OC. This study recommends a KS culture and pay satisfaction of faculty to maintain and enhance level of commitment among faculty. As KS enable better and faster decision making, reduces the loss of know-how, enhances level of commitment and stimulate innovation and growth

Communication satisfaction, job satisfaction, organisational commitment and intention to leave

The retention of highly motivated, skilled and committed employees is a major concern by organisations to achieve a competitive advantage. The turnover intentions of human capital are of interest to managers, employees, and organisations today. This study explores a theoretical model of turnover intentions that included three proximal variables, job satisfaction, affective and continuance commitment, the distal variables of subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication, with turnover intentions. A questionnaire was completed by 101 participants of a rental firm in New Zealand. Job satisfaction, affective commitment, continuance commitment, subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication correlated with turnover intentions. The results of the mediated regression analysis indicated that job satisfaction, affective commitment, and continuance commitment are significant mediators between the eight distal (organisational communication) variables, with turnover intentions. This study highlights the necessity for managers to develop good quality relationships with their employees to improve the quality of their communication, to foster job satisfaction, affective commitment, and continuance commitment to reduce turnover intentions. The conclusion of this study discusses the practical implications for managers, and organisations and the direction for future research