This study explores employees’ perceptions of organisational support, commitment, job satisfaction and turnover intentions in Sri Lanka Telecom (SLT). Organisational support involves the provision of valued financial benefits along with employees’ perceptions of support from supervisors and co-workers, and procedural fairness in decision-making. We found strong evidence that high levels of organisational support lead to employee reciprocity via increased affective commitment and job satisfaction and reduced turnover intentions. We also found evidence, albeit weaker, of a positive relationship between economic exchange and continuance commitment, where employees may be dissatisfied but stay because they have too much invested in firm specific knowledge and skills. The firm provided above average compensation and benefits and with limited alternative job opportunities in the formal economy in Sri Lanka the costs of leaving the organisation are likely to have outweighed the costs of staying.

The COVID-19 pandemic brought about changes in the working world. One of the main strategies to cope with the economic situation during lockdowns was to furlough employees. In the current study, we propose that psychological contract breach and violation between the organization and the furloughed employee act as underlying mechanisms that explain the relationship between the employees' furlough status and the increase in their emotional exhaustion and decrease in affective commitment. Furthermore, we suggest that perceived organizational support can act as a buffer that attenuates the association between furloughed employment status and perceived contract breach. The study was conducted at two points in time: during the first lockdown and 4 months afterward (N = 336). Results supported the predicted indirect sequential associations. However, perceived organizational support served to buffer the relationship between furloughed employment status and perceived psychological contract breach only in the case of employees who continued to work.

This paper explores how proactive behavior and constructive deviance relate to affective organizational commitment and turnover intention through idea championing. Based on a two-wave study (N = 310), structural equation model analyses revealed that constructive deviance had an inhibitory effect and proactive behavior a facilitatory effect on idea championing. In turn, idea championing was related to increased affective commitment and reduced turnover intention. The analyses of indirect effects further indicated that proactive behavior and constructive deviance had opposite indirect effects on affective commitment and turnover intention. This research underlines the importance of acting proactively upstream rather than deviating from the norm to promote innovation and build employee loyalty to the organization. Finally, this study also indicates that proactive and constructive deviant behaviors are conceptually different and exert opposite effects despite their similar orientation toward innovation and change.

Research has shown that affective commitment, one of three components of organizational commitment defined by Meyer and Allen (1991), can act as a moderator in relationships between job stressors and worker´s psychological tension. However, due to the scarcity of studies that investigate the moderating effect of this commitment component on relationships between positive variables, the purpose of this study is to examine the moderating role of affective commitment in the relationship between autonomy, peer support, supervisory support and perceived organizational support (POS), as job resources, on engagement. In this sense, we analyzed the data provided by a sample of Portuguese employees (N = 554), from an organization belonging to the consultancy sector. Firstly, we aimed to examine the direct effects of those job resources on engagement, and, then, examine the impact of affective commitment as a moderator on these relationships. The results partially support the hypotheses formulated. Indeed, there was a positive relationship between the job resources studied - work autonomy, peer support, supervisory support and POS - and engagement. Furthermore, according to our hypothesis, the interaction established between affective commitment and autonomy, significantly exacerbates the positive effect of this job resource on workers well-being, that is, on their engagement (b = .08, p < .05). However, contrary to our hypothesis, the affective commitment does not moderate the relationship between the other job resources and engagement. This study contributes to a deepest knowledge about the potentialities of affective commitment, reinforcing the importance of consider it as a contextual resource.

Studies have proposed and validated several measures that evaluate employee’s perceptions of the human resources practices (HRP). However, given the changes occurring in the labor market, there is a need to develop a measure specially adapted to the contingent workers specific employment relationship. Thus, this study assesses an HRP system scale that was administered to temporary agency workers (TAW) to examine the scale’s response process, internal structure and relation to other variables (i.e., affective commitment). The measure was administered to 4,551 Portuguese TAW. The Messick’s validation framework (1995) was use and two sectors were compared. Descriptive analyses, scale reliabilities, item characteristics, exploratory, confirmatory, and multiple group analyses demonstrated that the measure had good psychometric properties. Moreover, there were positive correlations between the HRP scale and affective commitment. The results contribute to a better understanding of managing TAW’s in agencies and client companies. HRP are a valuable method for “communicating” with these workers, who are then able to recognize and respond to the investment. This is the first study to develop and assess the psychometric properties of an HRP system measure for TAW and to cross-validate it with workers’ affective commitment towards both companies that are involved in this employment relation.

Considering the mixed results of the relationship between job insecurity and job performance, this study investigated the interaction effect of job insecurity and job embeddedness on job performance and examined the mediating role of affective commitment from the perspectives of conservation of resources theory and social exchange theory. A survey of 725 contract employees from two Chinese private manufacturing companies revealed that when employees had high levels of job embeddedness, job insecurity was significantly and positively related to job performance. In contrast, job insecurity was significantly and negatively related to job performance when there were low levels of job embeddedness. Furthermore, the results indicated that affective commitment mediated the interaction effect. The above conclusions not only illustrate the important role of job embeddedness in the relationship between job insecurity and job performance but also provide beneficial ideas and information to organisations and employees for managing job insecurity.

The present study is aimed at investigating the impact of strategic leadership on the affective commitment of Gen Y employees working in the Indian IT industry. Also, the link between organizational learning and affective commitment is examined alongwith the effect of competency development in mediating the relationship between them. A primary data were collected from a sample of 356 Gen Y employees (born between 1980 and 2000) from IT industry in Delhi, NCR India. Data analysis was carried out using CFA and an SPSS macro named PROCESS. Findings reveal that organizational learning has a direct influence on the affective commitment of Gen Y employees and competency development mediates the relationship between the two; also strategic leadership positively moderates the linkage of organizational learning and competency development. This study contributes to the literature on strategic leadership, organizational learning, competency development, and affective commitment.

Self-efficacy is not a phenomenon solely applicable to the individual; it may be applicable to several levels within an organisation. Although the theoretical development of efficacy beliefs has been discussed, few studies have investigated how to enhance self-efficacy through individual motivation or management policies. After collecting data from 414 employees of 38 research and development teams, multilevel analyses are conducted to empirically integrate efficacy beliefs at the individual and team levels in a moderated mediation model. The results indicate that self-efficacy mediates the effects of both learning orientation and affective commitment on group efficacy, which further facilitates innovation effectiveness. Training not only affects self-efficacy, but also moderates the mediation effect of self-efficacy on the relationship between learning orientation and group efficacy. Moreover, goal clarity moderates the mediating effect of self-efficacy on the relationship between affective commitment and group efficacy.

Research has typically explained the positive intrapsychic influence of political skill using Conservation of Resources (COR) theory. However, research explaining the possible negative intrapsychic consequences of high levels of political skill is lacking. Therefore, we introduce Cognitive Activation Theory (CAT) to the political skill literature to explain possible negative outcomes of political skill. In testing this theory, we used two hierarchical moderated multiple regressions to examine the relationship between affective and continuance commitment, life satisfaction, and political skill in a large, privately owned, financial services firm in Ecuador. Aligned with prior research, affective commitment positively affected life satisfaction; however, contrary to our hypothesis, continuance commitment also positively affected life satisfaction. Furthermore, consistent with both Conservation of Resources and Cognitive Activation Theory, results indicated that political skill strengthened the relationship between affective commitment and life satisfaction. However, contrary to Cognitive Activation Theory, political skill did not significantly weaken the relationship between continuance commitment and life satisfaction.

This study investigates the diverse performance outcomes related to the bundles/components of high-performance work systems on the basis of ability–motivation–opportunity model. Using the primary data from 563 employees of 204 firms operating in India (collected during the time period between March, 2012 and January, 2013), the study has indicated that employees’ perceptions regarding the applicability of ability-enhancing, motivation-enhancing, and opportunity-enhancing human resource practices result in enhanced affective commitment and superior firm performance. The results have revealed that affective commitment fully mediates the relationship of opportunity-enhancing human resource practices with firm performance and partially mediates the relationships of ability-enhancing and motivation-enhancing human resource practices with firm performance. The study contributes in unlocking the ‘black box’ related to the high-performance work systems and firm performance relationship by stressing upon the importance of affective commitment as a mediator. Managerial implications and directions for future research are also discussed.

Workers’ perception that their job experience enriches their family life has been considered a mechanism that explains their positive attitudes toward the organization where they work. However, because women and men live their work and family differently, gender may condition this relationship between the work-family enrichment and workers’ attitudes. With a sample of 1885 workers from one Portuguese bank, with 802 women, the current study investigated the relationship between work-family enrichment and organizational affective commitment as well as the role of sex as a moderator of this relationship. The hypotheses were tested by using regression analysis. The results indicated that the perception held by workers that their work enriches their family is positively correlated with their affective commitment toward the organization. Furthermore, the data revealed that this relationship is stronger for women than for men. Study results have implications for management, particularly for human resource management, enhancing their knowledge about the relationship of work-family enrichment and workers’ affective commitment toward organization.

The purpose of the present study was to investigate the relationship between McGregor's Theory X and Y management styles and affective commitment through the mediating mechanism of the leader–member exchange (LMX). Adopting a multilevel perspective to explain the complex relations among variables, data were collected from 56 supervisors and 173 subordinates from yacht building companies in Turkey. The results indicated that the Theory Y management style related positively to affective commitment and LMX. In addition, the results indicated that LMX partially mediated the relationship between the Theory Y management style and affective commitment. However, the Theory X management style had no relationships with either LMX or affective commitment. Implications for future research and practice are discussed.

Using organizational justice literature, the current study aimed to examine the relationship between three dimensions of organizational justice (distributive, procedural, interactional justice) and affective commitment, and to explore the moderating effect of group cohesion on the relationship between the three dimensions of justice and affective commitment in a collegiate team sport context. Data were collected from 253 college student-athletes of two Football Bowl Subdivision institutions in the Southeastern United States. Results of three hierarchical multiple regression analyses indicated that all three dimensions of justice were positively and significantly related to affective commitment. In regard to the moderating effect, group cohesion significantly moderated the distributive justice–affective commitment and the interactional–affective commitment relationships. Specifically, the two significant relationships were significantly stronger for student-athletes who reported high levels of group cohesion than their counterparts. Strategies by coaches to improve athletes’ perceptions of fairness and group cohesion and suggestions for future researches were discussed.

The present research aims to examine the role played by perceived similarities between the workgroup and the organization in the relationships between workgroup identification, organizational identification, and affective organizational commitment. Using two different samples, we found that when perceived similarities were high, workgroup identification was more strongly related to organizational identification and that this relationship carried over to affective organizational commitment. These results were obtained with both a global measure of perceived similarities (Study 1) and a more narrow measure operationalizing perceived similarities in terms of value congruence (Study 2), confirming the generalizability of our results.

The development of either internal or external employability of temporary workers has been considered a mechanism of protection since it ensures that employment can be maintained. According to the social exchange theory and the norm of reciprocity, when temporary workers perceive that the training promoted by the organization furthers employability, they are inclined to feel obligated to reciprocate with positive attitudes toward the organization. With a sample of temporary agency workers from three distinct industry organizations (N = 279), the current study investigated the relationship between training that promotes both internal and external employability and affective commitment as well as the role of voluntariness as a moderator of these relationships. The hypotheses were tested by using regression analysis. The results indicated that the perception held by temporary workers that the training they received is a promoter of their internal employability is positively correlated with their affective commitment towards the organization. Furthermore, the data revealed that this relationship is weaker for the group of temporary workers with high voluntariness. On the other hand, there was not a significant relationship between the training that promotes external employability and the affective commitment of temporary workers. Likewise, voluntariness did not moderate this relationship.

The increasing use of temporary work prompts the need to understand to what degree workers with this type of contract differ from permanent workers as to the relationship they establish with the organization they work for. This study used a sample of temporary workers (N = 78) and permanent workers (N = 196) within the same company of electronics in Portugal. The results show that, regardless of the type of contract, the perception of human resource practices was related to the perception of psychological contract fulfillment by the company. Additionally and according to the norm of reciprocity, we verified that when workers thought the company was fulfilling its obligations they responded favorably showing more affective commitment towards the company. However, we found differences between these two groups of workers: for the permanent performance appraisal, training and rewards were human resources practices that were significantly related to psychological contract fulfillment, while for the temporary ones there weren't any specific practices that had a significant relationship with that variable. The practical implications of these findings for the management of temporary workers are discussed.