The mediating effects of professional and organizational commitment on the relationship between HRM practices and professional employees’ intention to stay

How servant leadership motivates young university teachers’ workplace well-being: The role of occupational commitment and risk perception

Drawing on the integration of social exchange theory and situational power theory, this paper explores the effect of servant leadership on young university teachers’ workplace well-being and explores the mediating effect of occupational commitment and the moderating effect of risk perception on the indirect effects of servant leadership on workplace well-being. A questionnaire was distributed using the Questionnaire Star online questionnaire platform and a two-wave time-lagged design was used to collect 215 survey samples of young teachers from Chinese higher education institutions. SPSS 23.0 was used to test the hypothesized relationship between the variables. Results revealed that servant leadership was positively related to young university teachers’ workplace well-being. Occupational commitment plays a partial mediating role in linking servant leadership and young university teachers’ workplace well-being. Risk perception plays a moderating role in the indirect relationship between servant leadership, occupational commitment, and workplace well-being. When risk perception has a low level, the mediating effect of occupational commitment is stronger.

Working together, thinking differently? HRM practices and trust in the health care context

PURPOSE

Providing health care services requires collaboration between several occupations. This study aimed to reveal how three occupational groups (nurses, physicians, and administrators) perceive human resources management practices (HRMP) and whether these practices are differently associated with trust in the clinic manager.

DESIGN/METHODOLOGY/APPROACH

The study included 290 employees from 29 primary care clinics, all affiliated with a health care organisation that operates in the public sector. Self-reporting questionnaires measured participants' perceptions of six HRMP across occupations and their association with trust in the clinic manager. Variation between occupational groups was analysed through one-way analysis of variance (for groups' perceptions of HRMP and trust in manager) and t-tests (for the association between perceived HRMP and trust in manager).

FINDINGS

The results indicate some differences in perceived HRMP and trust across groups. Also, some differences were found across occupations regarding the relationship between HRMP and trust in the clinic manager: Nurses' perceptions significantly differed from those of physicians and administrators, yet there was no significant difference between the two latter groups.

PRACTICAL IMPLICATIONS

Health care organisations should expand their human resources architecture and customise their HRMP for each occupational group based on that group's perceptions of the workplace. This can nurture trust in managers and create a climate for trust as a mechanism that encourages employees from distinct occupational groups to work together for the benefit of their clinic, organisation, and patients.

ORIGINALITY/VALUE

This study contributes to the discussion about the contextualisation of HRMP, providing insights regarding perceptions of HRMP as an enabler of an organisation's strategy.

Exploring the Relationship Between Satisfaction and Intention to Stay Among Millennial Employees

Purpose: The main purpose of the study is to investigate the relationship between job satisfaction, organizational commitment and intention to stay among the millennials working in IT organizations of North India. Research methodology: The present study has adopted descriptive research design and purposive sampling technique was used to gather data from 396 respondents with the help of a structured questionnaire. The data was analyzed using SPSS and PLS-SEM. Findings: Findings revealed that job satisfaction has a significant impact on organizational commitment (β=0.457, p<0.05) and intention to stay (β=0.596, p<0.05). It was also revealed that managerial support moderates the relationship between job satisfaction and intention to stay. Originality: This study is one of the few empirical studies that have investigated the perception of millennials about their intention to stay in IT sector. The study will be beneficial for the HR experts in improving the employees’ intention to stay by focusing on giving support to their employees.

The impact of organizational justice on intention to stay: The mediating role of organizational commitment

Retention of employees is substantial for firms to generate sustainability since losing experienced and skilled individuals influence the general productivity, and product quality (Noor, Zainuddin, Panigrahi, & Rahim, 2020). While various researches have been done regarding this matter, the larger part place on turnover because of organizational approach, a couple of studies have been done with the intention to stay. For this reason, this study incorporates organizational justice, organizational commitment, and how they relate to expanding intention to stay. The respondents were picked using a simple random sampling method. Using a sample of 603 engineers working in Malaysian construction projects. The data was accumulated through a self-administered questionnaire and analyzed utilizing structural equation modeling in IBM SPSS AMOS 23.0. The current study gets two fundamental outcomes. Firstly, organizational justice and organizational commitment are positively associated with the intention to stay. Secondly, organizational commitment plays a mediating role between organizational justice and employees’ intention to stay. Therefore, employees would be more willing for intention to stay in fair organizational settings, particularly when they are committed to their organization

Hospitality Industry Employees’ Intention to Stay in Their Job after the COVID-19 Pandemic

The COVID-19 pandemic had a devastating effect on the tourism and hospitality industries in Taiwan, causing some small companies to cease trading and large companies to place their employees on unpaid leave. Placing employees on unpaid leave may have negatively affected the intention of hospitality employees to remain in their jobs. This study examined whether employees’ job insecurity and organizational identification affected their intention to stay in their job during the COVID-19 pandemic. Previously developed scales were adopted to develop items measuring job insecurity, organizational identification, and intention to stay in a job. Responses to 515 returned questionnaires were examined. The results revealed that job insecurity significantly affects organizational identification. Both job insecurity and organizational identification significantly affected intention to stay. Few studies have used path analyses to investigate the relationships among intention to stay, job insecurity, and organizational identification. The indirect effect of organizational identification was analyzed, and evidence supporting a total effect and total indirect effect was obtained. This implies that hospitality companies seeking to retain staff during crises should promote organizational identification among staff.