دانلود رایگان مقاله لاتین تعهد موثر کارکنان از سایت الزویر
عنوان فارسی مقاله:
مرکز نظارت و بازده و تعهد موثر کارکنان: نقش مهمی از عوامل محیطی
عنوان انگلیسی مقاله:
Supervisory mentoring and employee affective commitment and turnover: The critical role of contextual factors
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
The Moderating Role of Career and Development Opportunities
Extending Kraimer et al.’s (2011) work on perceived career opportunities, we define career and development opportunities as employees’ belief that job opportunities (e.g., promotion) or development opportunities (e.g., training) that match their interests are offered in the organization. By adding development opportunities, we aim to broaden the scope of employee goals captured by the construct and better understand the role of career and development considerations in shaping job outcomes. Doing so is aligned with our view that, through organizational membership, employees, particularly highly qualified white collar employees, seek to attain personal goals and expect the organization to support these (Benson et al., 2004; Drucker, 1999; Ng, 2016; Roehling et al., 2000). Similar to job scope, high levels of career and ACCEPTED MANUSCRIPT ACCEPTED MANUSCRIPT 9 development opportunities should convey the message that the organization supports employee development (Eisenberger et al., 1986; Wayne, Shore, & Liden 1997). Unlike job scope, career and development opportunities should exert their moderating effect on the relationship between affective commitment and turnover. Specifically, career and development opportunities should strengthen affectively committed employees’ loyalty to the organization by ensuring that they can expect a long-term relationship with the organization in which their potential will be fully realized, making the future relationship compatible with their personal goals. This proposition is aligned with social exchange theory in that effective social exchange relationships are based on mutually rewarding exchanges and evolve toward mutual commitment and loyalty (Blau, 1964). Employees react more positively when they perceive that the organization is investing in them at least as much as they are investing in the organization and are doing so in a long-term perspective (Tsui, Pearce, Porter, & Tripoli, 1997). In line with this, previous research suggests that when employees perceive that the organization fulfills their aspirations in terms of career development they feel that their own goals are compatible with organizational goals (Crawshaw, Van Dick, & Brodbeck, 2012). In addition, the more one’s present job is relevant to one’s long term professional growth, the less one is likely to think about quitting the organization (Crawshaw & Game, 2015). Thus, career and development opportunities likely contribute to tie the achievement of career and development goals to organizational membership, thereby making staying a more compelling choice than leaving. Previous research supports this view. Among others, growth opportunities, examined as a component of supportive HR practices including also participation in decision making and fairness of rewards, were found to be associated with less turnover (Allen, Shore, & Griffeth, 2003). Similarly, career opportunities and promotional chances, which strictly focus on career concerns (Griffeth, Hom, & Gaertner, 2000; Kraimer et al., 2011), were found to predict turnover. Building on these evidences, we hypothesize the following: Hypothesis 3: Career and development opportunities moderate the negative relationship between affective commitment and turnover such that this relationship is stronger at high levels of career and development opportunities.
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کلمات کلیدی:
"Employees' Organizational Commitment and Turnover Intentions" by ... scholarworks.waldenu.edu/dissertations/3983/ by AA Curry - 2017 The overall regression model showed a statistically significant relationship between the 3 forms of commitment and turnover intentions, although normative ... [PDF]A study of the relationship between job satisfaction, organizational ... www.tums.ac.ir/.../Job%20satisfaction,%20organizational%20commitment%20and%2... by AM Mosadeghrad - 2008 - Cited by 169 - Related articles May 11, 2016 - commitment of employees, and their impact on turnover intention at ... organizational commitment have strong correlation with turnover, it is ... Employees' Organizational Identification and Affective Organizational ... https://www.ncbi.nlm.nih.gov › NCBI › Literature › PubMed Central (PMC) by F Stinglhamber - 2015 - Cited by 18 - Related articles Apr 13, 2015 - Affective commitment (AC) refers to "an emotional attachment to, .... of commitment partly overlaps with the measurement of turnover intentions.
