Enhancing intention to stay among software professionals

2018 ◽  
Vol 31 (3) ◽  
pp. 569-584 ◽  
Author(s):  
Arti Gupta ◽  
Vrijendra Singh
Keyword(s):  
Organizational Justice ◽  
Structural Equation ◽  
Affective Commitment ◽  
Interactional Justice ◽  
Middle Level ◽  
Equation Modeling ◽  
Intention To Stay ◽  
Content Type ◽  
Software Professionals

Purpose Despite the importance of employees’ perception of organizational justice and its impact on intention to stay, various loopholes have been identified that do not justify this relationship. The purpose of this paper is to posit a model, which postulates the effect of procedural and interactional justice on distributive justice, which further impact employees’ intention to stay. Subsequently, it also investigates the mediating role of employees’ affective commitment. Design/methodology/approach A questionnaire was prepared and a survey was conducted on 500 junior and middle-level software professionals. Structural equation modeling was employed to examine the proposed model. Findings The study concludes the positive effect of distributive, procedural and interactional justice on employees’ intention to stay. Moreover, the addition of affective commitment as a mediator, displayed an indirect influence of organizational justice on intention to stay. Research limitations/implications This study proposes a model to boost organizational justice to encourage employees’ intention to stay in an organization. Furthermore, considering the role of organizational commitment in enhancing intention to stay would be fruitful to the stakeholders in the IT industry. Originality/value No study has been reported in the context of the role of organizational justice on intention to stay while testing the contribution of affective commitment as a mediator, within a single framework. This study elucidates the influence of distributive, procedural and interactional justice on employees’ intention to stay in IT organizations.

Organizational justice and personal initiative, mediating role of affective commitment

2015 ◽  
Vol 25 (6) ◽  
pp. 854-876 ◽  
Author(s):  
M. Ángeles López-Cabarcos ◽  
Ana Isabel Machado-Lopes-Sampaio-de Pinho ◽  
Paula Vázquez-Rodríguez
Keyword(s):  
Organizational Justice ◽  
Structural Equation ◽  
Affective Commitment ◽  
Hotel Industry ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Personal Initiative ◽  
The Relationship

Purpose – The purpose of this paper is to analyze the mediating role of affective commitment (AC) in the relationship between organizational justice (OJ) and personal initiative (PI). Design/methodology/approach – Data were collected from 321 employees from hotels in northern Portugal. The study required that all hotels be at least four-star establishments operating for over a year. The data and hypotheses were analyzed by using structural equation modeling. Findings – Employee perceptions of justice in relation to rewards, procedures, or interpersonal relationships can only lead to displays of initiative behaviors if employees have developed AC toward their organization. Accordingly, employee perception of justice does not directly bring about initiative behavior; a feeling of AC toward the organization must be created beforehand. Practical implications – Knowing how to increase employee PI could be one of the keys to obtaining successful results within the hotel industry. This study provides evidence of an indirect relationship between OJ and PI via AC. Such knowledge may help to establish a plan of action aimed at improving perceptions of justice within the hotel industry in order to obtain committed and proactive employees. Originality/value – Very few studies carried out within the context of the hotel industry have considered the relationship between the three variables proposed in this research paper. Additionally, this study examines the mediating role of employee AC, which has not been previously confirmed.

How organization justice and perceived organizational support facilitate employees’ innovative behavior at work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Mian Muhammad Atif ◽  
Wang Qun ◽  
Syed Muhammad Abdullah
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Interactional Justice ◽  
Organization Culture ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Content Type

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

Organizational justice, conflict management and employee relations

2019 ◽  
Vol 40 (4) ◽  
pp. 783-799 ◽  
Author(s):  
Rojalin Sahoo ◽  
Chandan Kumar Sahoo
Keyword(s):  
Conflict Management ◽  
Organizational Justice ◽  
Structural Equation ◽  
Power Transmission ◽  
Equation Modeling ◽  
Employee Relations ◽  
Content Type ◽  
Transmission Unit ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of organizational justice and conflict management on employee relations (ER) through the mediating role of climate of trust. Design/methodology/approach This study was conducted with a sample of 331 employees working in a power transmission unit of Odisha. Data were collected by administering a structured questionnaire and analyzed using structural equation modeling (AMOS 20). Findings The results reveal that climate of trust plays the role of a partial mediator between organizational justice and ER and conflict management and ER. Also, it was found that organizational justice, conflict management and climate of trust are the positive and significant predictors of ER. Research limitations/implications The study was confined to a single state-owned power transmission unit of an Indian state, which restricts its generalizability. The research would benefit from exploration in alternative units. Practical implications This scholarly work may encourage managers and decision makers to develop trust building climate by focusing on organizational justice and conflict management to flourish an environment of harmonious ER, furthermore to formulate effective strategies for cultivating facilitative work environment to enhance positive attitude among the employees to challenge future goals. Originality/value The research is exclusive in determining the influence of organizational justice and conflict management on ER through the mediator of climate of trust in the new perspective of the power sector that provides empirical evidence to the extant literature.

Fostering learning organisation in transitional economy – the role of authentic leadership and employee affective commitment

2017 ◽  
Vol 9 (3/4) ◽  
pp. 441-455 ◽  
Author(s):  
Milan Delić ◽  
Terje Slåtten ◽  
Bojana Milić ◽  
Uglješa Marjanović ◽  
Srđan Vulanović
Keyword(s):  
Structural Equation ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Employee Commitment ◽  
Transitional Economy ◽  
Equation Modeling ◽  
Learning Organisation ◽  
Market Conditions ◽  
Content Type

Purpose The aim of this study is to examine how and in what way authentic leadership and affective employee commitment foster the learning organisation in the context of transitional market conditions. Acting as role factors, their relationships with the learning organisation were examined simultaneously, at leadership and employee level. Design/methodology/approach The study was conducted on a sample of 500 employees from various industries of Serbian transitional economy. For the research purposes, structural equation modeling (SEM) methodology was used. Findings The findings reveal that authentic leadership and employee commitment both play an important role. Specifically, authentic leadership directly and indirectly affects the learning organisation. The indirect effect is partially mediated by the employee affective commitment. Research limitations/implications The focus of this study is limited to the role of authentic leadership in fostering the learning organisation. Apart from leadership and employee commitment, it might be assumed that other variables have the potential to play a role in fostering the learning organisation as well. Originality value To the best of the authors’ knowledge, no previous study has focused on authentic leadership and employee commitment as an “enabling-mechanism” in fostering learning organisations in the context of transitional economies. Consequently, this paper provides theoretical and practical implications on how and in what way they impact a learning organisation by empirically studying them in the context of transitional market conditions.

Does personality affect the individual's perceptions of organizational justice? The mediating role of organizational politics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arun Aggarwal ◽  
Kamrunnisha Nobi ◽  
Amit Mittal ◽  
Sanjay Rastogi
Keyword(s):  
Organizational Justice ◽  
Structural Equation ◽  
Negative Relationship ◽  
Organizational Politics ◽  
Equation Modeling ◽  
Big Five Personality ◽  
Content Type ◽  
Mediating Role ◽  
Perceptions Of Organizational Politics

PurposeThe personality of an individual plays a vital role in the way an individual perceives organizational politics and justice in the workplace. However, there is meager research on how an individual's personality affects the perceptions of organizational politics and justice. This study endeavors to fill this gap by analyzing the mediating role of organizational politics perceptions on the relationship between Big Five personality dimensions and organizational justice by controlling various demographic variables. The study also proposes a benchmarking model that the policymakers can use to create positive organizational justice perceptions.Design/methodology/approachIn this cross-sectional research, the data were collected through a multi-stage random sampling technique from 493 faculty members working in four public universities of Punjab, India. Out of 493 employees, 76.9% of the employees were assistant professors, 12.0% were associate professors and 11.2% were assistant professors. 51.5% of the employees were female, and 48.5% of the employees were male. To test the proposed hypothesized relationships, a structural equation modeling technique was used.FindingsResults of the structural equation modeling showed that openness to experience, conscientiousness and extraversion have a negative relationship with perceptions of organizational politics. However, their relationship with perceptions of organizational justice is positive. Neuroticism has a positive relationship with perceptions of organizational politics, whereas it has a negative relationship with perceptions of organizational justice. Results also showed that high perceptions of organizational politics have a negative effect on employee's perceptions regarding organizational justice. The mediation analysis results showed that perceptions of organizational politics mediate the relationship between an individual's personality and perceptions of organizational justice.Originality/valueThere is a scant amount of research available that considers Big Five personality dimensions and organizational politics as the antecedents of organizational justice. Hence, the current study tries to fill this research gap by proposing a research model on antecedents and consequences of perceptions of organizational politics based on the cognitive-affective processing system (CAPS).

The relationship between authentic leaders and employees’ creativity

2018 ◽  
Vol 11 (2) ◽  
pp. 58-73 ◽  
Author(s):  
Ana Suzete Semedo ◽  
Arnaldo Coelho ◽  
Neuza Ribeiro
Keyword(s):  
Structural Equation ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to investigate how authentic leadership (AL) predicts creativity both directly and through the mediating role of affective commitment (AC) and job resourcefulness (JR). Design/methodology/approach Data collected from a questionnaire administered to a sample of 543 employees have been analyzed. The model was tested using structural equation modeling. Findings The findings show that AL predicts AC, JR and creativity. The findings also show that AC and JR predict creativity. In other words, leaders’ authenticity increases employees’ creative spirit and, thus, employees’ ability to overcome obstacles and meet challenges at work and their emotional bond play an important role (mediators) in this relationship. Practical implications The results of this study are conclusive and contribute to a better understanding of AL and its implication for employees’ emotional bond, their ability to overcome obstacles and their ability to introduce new and useful ideas. This study provides evidence that organizations should focus on training leaders with authentic characteristics. Originality/value This study considers both AC and JR as mediators of the relationship between AL and creativity. Therefore, the originality of this study lies in the integration of these four concepts in a single study to provide a model that depicts the chain of effects between AL, AC, JR and an employee’s creativity.

A nomological network study of employer branding with CSR, motivation and intention to stay

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vibhash Kumar ◽  
Sonal Jain ◽  
Ajay Kumar Singh
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Nomological Network ◽  
Employer Branding ◽  
Intention To Stay ◽  
Content Type ◽  
Mediating Role ◽  
Corporate Social ◽  
Relationship Of

PurposeThis study investigates the various factors which lead to the higher employer brand and studies the relationship of employer branding (EBR) with essential aspects of corporate life, namely, corporate social responsibility (CSR), levels of motivation experienced by employees and the intention to stay (ITS).Design/methodology/approachThe study solicited a research sample from employees working in five sectors, information technology, hospitality, banking and consulting sector (n = 296). The study employed structural equation modeling (SEM) to test the nomological network of EBR.FindingsThe study underpins the sub-constructs of EBR. A direct positive and significant relationship was found between EBR and CSR and motivation fully mediated between EBR and ITS.Originality/valueThis study uniquely contributes to the literature by exploring the mediating role of motivation on EBR and ITS's relationship. The study validates the nomological network of EBR by considering its various organizational aspects and the corresponding intertwined relationships.

Authenticity, rapport and interactional justice in frontline service: the moderating role of need for uniqueness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kristina K. Lindsey-Hall ◽  
Susana Jaramillo ◽  
Thomas L. Baker ◽  
Julian M. Arnold
Keyword(s):  
Structural Equation ◽  
Experimental Studies ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Content Type ◽  
Need For Uniqueness ◽  
Conditional Effects ◽  
Service Outcomes ◽  
Related Service

Purpose This paper aims to investigate how perceptions of employee authenticity and customer–employee rapport influence customers’ interactional justice assessments and related service evaluations, and how customers’ need for uniqueness impacts these relationships. Design/methodology/approach A multi-method, three-study design is used to test the research model. Specifically, structural equation modeling provides tests of the main hypotheses, and two supplemental experimental studies tease out conditional effects providing insightful managerial contributions. Findings Results indicate that customers’ perceptions of employee authenticity affect customers’ interactional justice evaluations, particularly when customers identify high levels of customer–employee rapport. Additionally, the aforementioned relationships are contingent upon customers’ need for uniqueness, such that customers with higher levels of need for uniqueness experience lower levels of customer–employee rapport and, consequently, provide poorer interactional justice assessments. Finally, conditional effects are found given the type of provider and frequency of visit. Originality/value This research extends prior efforts to understand how customer–employee dynamics influence customers’ service encounter evaluations. In particular, it furthers understanding of authentic FLE–customer encounters, explores drivers of interactional justice and explicates how consumers’ varying levels of need for uniqueness have differential effects on service outcomes.

scholarly journals “Eyes for eyes, teeth for teeth”: positive and negative reciprocity in NPOs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lamberto Zollo ◽  
Guglielmo Faldetta ◽  
Massimiliano Matteo Pellegrini ◽  
Cristiano Ciappei
Keyword(s):  
Structural Equation ◽  
Equation Modeling ◽  
Intention To Stay ◽  
Content Type ◽  
Non Profit ◽  
Mediating Role ◽  
Negative Reciprocity ◽  
The Relationship ◽  
Positive Reciprocity

PurposeManagement scholars investigated the motivational aspects of volunteers, mainly focusing on their positive reciprocity – individuals feel obligated to reciprocate whenever they receive benefits from others – but neglected the possible role of negative reciprocity, the tendency to retaliate in case of mistreatments. Based on motivational functions theory and the norm of reciprocity, this paper proposes a framework assessing other-oriented and self-oriented motives as the main antecedents of volunteers’ intention to stay in non-profit organizations (NPOs).Design/methodology/approachCovariance-based structural equation modeling (CB-SEM) and the PROCESS macro were used to empirically validate and test the hypothesized conceptual model on a sample of 379 volunteers actively involved in Italian NPOs.FindingsPositive reciprocity partially mediated the relationships between volunteers’ other-oriented motives and self-oriented motives and their intention to stay. Instead, negative reciprocity fully mediated the relationship between self-oriented motives and intention to stay but not the relationship between other-oriented motives and intention to stay.Practical implicationsManagers and marketers of NPOs should pay more attention to volunteers’ attitudinal and behavioral signals to encourage within-organization positive reciprocal attitudes and discourage negative reciprocal attitudes. This represents a strategic lever to prevent volunteers from quitting the organization – which is one of the most critical challenges for NPOs’ management – and improve their intention to stay.Originality/valueThis is one of the first studies that simultaneously investigate the mediating role of both positive and negative reciprocity of volunteers actively involved in NPOs. Moreover, the constructs of other-oriented and self-oriented motivations are statistically validated as two separate psychological dimensions impacting on volunteers’ turnover. Finally, the study has been conducted in the Region of Tuscany (Italy) which, despite its centuries-old tradition of volunteerism, has received scant attention by non-profit scholars.

scholarly journals Impact of psychological capital (PsyCap) on affective commitment: mediating role of affective well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Neuza Ribeiro ◽  
Manish Gupta ◽  
Daniel Gomes ◽  
Nelia Alexandre
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Psychological Capital ◽  
Emotional Health ◽  
Well Being ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this study is to examine the mediating role of affective well-being (AWB) in the relationship between psychological capital (PsyCap) and affective commitment. Design/methodology/approach The sample included 226 employees from diverse Portuguese organizations. Based on a survey, respondents reported their perceptions of own PsyCap, AWB and affective commitment to their organization. Findings Results from structural equation modeling suggested presence of mediation by AWB in the relationship between PsyCap and affective commitment. Practical implications Managers are encouraged to gain from this finding by emphasizing more on the emotional health of individuals to increase their attachment with the company. Originality/value Though there are several studies indicating the positive consequences of PsyCap on employees, studies on how PsyCap affects affective commitment through AWB is scarce. These results advance the broaden-and-build theory by suggesting that the relationship between PsyCap and affective commitment is much more complex.

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