755 resultados para Organizational Commitment


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In the IS literature, commitment is typically considered to involve organizational or managerial support for a system and not that of its users. This paper however reports on a field study involving 16 organizations that attempted to build user involvement in developing a knowledge management strategy by having them design it. Twenty-two IT-supported group workshops (involving 183 users) were run to develop action plans for better knowledge management that users would like to see implemented. Each workshop adopted the same problem structuring technique to assist group members develop a politically feasible action plan to which they were psychologically and emotionally dedicated. In addition to reviewing the problem structuring method, this paper provides qualitative insight into the factors a knowledge management strategy should have to encourage user commitment. 2004 Elsevier B.V. All rights reserved.

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Drawing on exit, voice, loyalty and neglect (EVLN) literature, this study examines direct and interactive associations between organizational-level commitment and team-level commitment and the use of EVLN by managers in India. The study is based on a survey of 200 managers and supervisors from seven Indian firms. The findings on the use of voice are consistent with the past research in Western countries, but challenge the prevailing assumption about the use of voice in high power distance societies. The results also indicate that team-level commitment moderates the association between organizational-level commitment and the use of EVLN.

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The purpose of this study is to investigate the impact of human resource (HR) practices on organizational performance through the mediating role of psychological contract (expressed by the influence of employer on employee promises fulfillment through employee attitudes). The study is based on a national sample of 78 organizations from the public and private services sector in Greece, including education, health, and banking, and on data obtained from 348 employees. The statistical method employed is structural equation modeling, via LISREL and bootstrapping estimation. The findings of the study suggest that employee incentives, performance appraisal, and employee promotion are three major HR practices that must be extensively employed. Furthermore, the study suggests that the organization must primarily keep its promises about a pleasant and safe working environment, respectful treatment, and feedback for performance, in order for employees to largely keep their own promises about showing loyalty to the organization, maintaining high levels of attendance, and upholding company reputation. Additionally, the study argues that the employee attitudes of motivation, satisfaction, and commitment constitute the nested epicenter mediating construct in both the HR practicesperformance and employeremployee promise fulfillment relationships, resulting in superior organizational performance. 2012 Wiley Periodicals, Inc.

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This paper examines learning to collaborate in the context of industrial supply relationships. Evidence of collaboration, and individual and organizational learning, from an in-depth case study of a large organization and its relations with two key suppliers is discussed. Analytic methods developed to elicit such evidence and provide insights into learning processes and outcomes are presented. It is argued that it is possible for an organization and individuals to learn to develop resilient collaborative relationships, but this requires a more thorough consideration and understanding of issues such as trust, commitment and teamwork than has been typical to date. Suggestions for future practice and research are presented.

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The purpose of this study was to empirically investigate the impact of creative organizational climate on the innovation activity of medical devices manufacturing firms in Hungary. We applied a combined qualitative and quantitative research model, focusing on two firms case studies that are active in the above mentioned sector and differ to a substantial degree in their innovation activities. The connection between innovative climate and innovation was analyzed by comparing their organizational climate and perceptions of organizational members of innovation activities. Our findings revealed that classical models of creative organizational climate explain only partially the differences, although on the level of individual perceptions of climate and innovativeness we can find some connections. We found one factor that differentiated the two firms in terms of organizational climate in the predicted direction: the amount, quality, sincerity and depth of debates going on in the organization. The level of challenge (high involvement, commitment and challenging goals) and the time devoted to think about new ideas and innovative solutions (idea time) turned out to be contrary to the expectations based on previous research although these results are less significant statistically. The results trigger further research into the sources of competitiveness in the Hungarian medical devices manufacturing sector.

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This study explored the relationship between workplace discrimination climate on team effectiveness through three serial mediators: collective value congruence, team cohesion, and collective affective commitment. As more individuals of marginalized groups diversify the workforce and as more organizations move toward team-based work (Cannon-Bowers & Bowers, 2010), it is imperative to understand how employees perceive their organizations discriminatory climate as well as its effect on teams. An archival dataset consisting of 6,824 respondents was used, resulting in 332 work teams with five or more members in each. The data were collected as part of an employee climate survey administered in 2011 throughout the United States Department of Defense. The results revealed that the indirect effect through M1 (collective value congruence) and M2 (team cohesion) best accounted for the relationship between workplace discrimination climate (X) and team effectiveness (Y). Meaning, on average, teams that reported a greater climate for workplace discrimination also reported less collective value congruence with their organization (a1 = -1.07, p < .001). With less shared perceptions of value congruence, there is less team cohesion (d21 = .45, p < .001), and with less team cohesion there is less team effectiveness (b2 = .57, p < .001). In addition, because of theoretical overlap, this study makes the case for studying workplace discrimination under the broader construct of workplace aggression within the I/O psychology literature. Exploratory and confirmatory factor analysis found that workplace discrimination based on five types of marginalized groups: race/ethnicity, gender, religion, age, and disability was best explained by a three-factor model, including: career obstruction based on age and disability bias (CO), verbal aggression based on multiple types of bias (VA), and differential treatment based on racial/ethnic bias (DT). There was initial support to claim that workplace discrimination items covary not only based on type, but also based on form (i.e., nonviolent aggressive behaviors). Therefore, the form of workplace discrimination is just as important as the type when studying climate perceptions and team-level effects. Theoretical and organizational implications are also discussed.

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Numerous scholars have accumulated evidence on the positive effects that employees' organizational justice perceptions exert on work-related outcomes such as affective commitment. However, research still lacks understanding of the underlying mechanisms connecting the two constructs. In this article we aim to narrow this gap by examining the concept of psychological ownership as a possible mediator between organizational justice perceptions and affective commitment. Investigating a sample of 619 employees, we find distributive justice to be positively related to psychological ownership, and observe psychological ownership as a full mediator of the distributive justice and affective commitment relationship. These insights offer a new explanation in understanding the justice-commitment connection, contributing to both organizational justice and psychological ownership literature and opening up ways for promising future research

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This phenomenological study explored Black male law enforcement officers perspectives of how racial profiling shaped their decisions to explore and commit to a law enforcement career. Criterion and snow ball sampling was used to obtain the 17 participants for this study. Supers (1990) archway model was used as the theoretical framework. The archway model is designed to bring out the segmented but unified and developmental nature of career development, to highlight the segments, and to make their origin clear (Super, 1990, p. 201). Interview data were analyzed using inductive, deductive, and comparative analyses. Three themes emerged from the inductive analysis of the data: (a) color and/or race does matter, (b) putting on the badge, and (c) too black to be blue and too blue to be black. The deductive analysis used a priori coding that was based on Supers (1990) archway model. The deductive analysis revealed the participants career exploration was influenced by their knowledge of racial profiling and how others view them. The comparative analysis between the inductive themes and deductive findings found the theme color and/or race does matter was present in the relationships between and within all segments of Supers (1990) model. The comparative analysis also revealed an expanded notion of self-concept for Black males marginalized and/or oppressed individuals. Self-concepts, such as self-efficacy, self-esteem, and role self-concepts, being combinations of traits ascribed to oneself (Super, 1990, p. 202) do not completely address the self-concept of marginalized and/or oppressed individuals. The self-concept of marginalized and/or oppressed individuals is self-efficacy, self-esteem, traits ascribed to oneself expanded by their awareness of how others view them. (DuBois, 1995; Freire, 1970; Sheared, 1990; Super, 1990; Young, 1990). Ultimately, self-concept is utilized to make career and life decisions. Current human resource policies and practices do not take into consideration that negative police contact could be the result of racial profiling. Current human resource hiring guidelines penalize individuals who have had negative police contact. Therefore, racial profiling is a discriminatory act that can effectively circumvent U.S. Equal Employment Opportunities Commission laws and serve as a boundary mechanism to employment (Rocco & Gallagher, 2004).

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Are there variations in behaviours and leadership styles of next-generation family members or descendants who join their family business due to different forms of commitment? Evidence from a dual respondent study of 109 Canadian and Swiss family firms suggests that descendants with affective commitment to their family firms are more likely to engage in discretionary activities going beyond the job description, thereby contributing to organizational performance. Next-generation members with normative commitment are more likely to engage in transformational leadership behaviours. Both affectively and normatively motivated next-generation members use contingent reward forms of leadership. A surprising finding of this study is the binding force of normative commitment on positive leadership behaviours of next-generation members. This study empirically tests the generalizability of the three-component model of commitment to family businesses, a context in which different forms of commitment may play a unique role.

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In the first of two articles presenting the case for emotional intelligence in a point/counterpoint exchange, we present a brief summary of research in the field, and rebut arguments against the construct presented in this issue.We identify three streams of research: (1) a four-branch abilities test based on the model of emotional intelligence defined in Mayer and Salovey (1997); (2) self-report instruments based on the MayerSalovey model; and (3) commercially available tests that go beyond the MayerSalovey definition. In response to the criticisms of the construct, we argue that the protagonists have not distinguished adequately between the streams, and have inappropriately characterized emotional intelligence as a variant of social intelligence. More significantly, two of the critical authors assert incorrectly that emotional intelligence research is driven by a utopian political agenda, rather than scientific interest. We argue, on the contrary, that emotional intelligence research is grounded in recent scientific advances in the study of emotion; specifically regarding the role emotion plays in organizational behavior. We conclude that emotional intelligence is attracting deserved continuing research interest as an individual difference variable in organizational behavior related to the way members perceive, understand, and manage their emotions.

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In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability-based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability-based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic academics-turned-consultants who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior.

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This article provides a review of recent developments in two topical areas of research in contemporary organizational behavior: diversity and emotions. In the section called Diversity,we trace the history of diversity research, explore the definitions and paradigms used in treatments of diversity, and signal new areas of interest. We conclude that organizational behavior in the 21st century is evolving to embrace a more eclectic and holistic view of humans at work. In the section called Emotions, we turn our attention to recent developments in the study of emotions in organizations. We identify four major topics: mood theory, emotional labor, affective events theory (AET), and emotional intelligence, and argue that developments in the four domains have significant implications for organizational research, and the progression of the study of organizational behavior. As with the study of diversity, the topic of emotions in the workplace is shaping up as one of the principal areas of development in management thought and practice for the next decade. Finally, we discuss in our conclusion how these two areas are being conceptually integrated, and the implications for management scholarship and research in the contemporary world.

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Nine of the chapters in this volume were sourced from the Fourth International Conference on Emotions and Organizational Life, held at Birkbeck College, London, in June 2004, and attended by 77 delegates. A record 46 papers were submitted to the conference, of which 27 were selected for presentation, in addition to one symposium. The nine papers chosen for this book were selected on the basis of their quality, interest, and appropriateness for the theme of this volume, The effect of affect in organizational settings. (A further set of papers has been selected to appear in Volume 2 of this book series.) We acknowledge in particular the assistance of the conference paper reviewers (see Appendix), who returned high-quality reviews in a very short time.