Does Group-Level Commitment Predict Employee Well-Being?: A Prospective Analysis

A cross-lagged analysis of the relationships among workgroup commitment, motivation and proactive work behaviour in nurses

AIM

To elucidate how workgroup commitment and motivation jointly influence nurses' proactive behaviour.

BACKGROUND

The need to offer effective patient care has encouraged health care organisations to promote proactive behaviours among nurses. Longitudinal relationships among motivation, commitment and nurses' proactivity remain unexplored.

METHODS

A self-reported questionnaire was administered to nurses of an Italian hospital. A cross-lagged panel analysis was carried out.

RESULTS

A total of 221 questionnaires were returned at Time 2 (T2). T1 affective workgroup commitment was positively related to T2 autonomous motivation and negatively related to T2 controlled motivation. T1 continuance workgroup commitment was positively related to T2 controlled motivation but unrelated to T2 autonomous motivation. T1 autonomous motivation was positively related to T2 proactive behaviour, while T1 controlled motivation was unrelated to it. Finally, no direct association between T1 commitment variables and T2 proactive behaviour was observed, suggesting that autonomous motivation fully mediated the affective commitment-proactive behaviour relationship.

CONCLUSION

This study highlights the importance of workgroup affective commitment and autonomous motivation to foster nurses' proactive work behaviour.

IMPLICATIONS FOR NURSING MANAGEMENT

Nurse managers may foster affective workgroup commitment and ultimately promote nurse proactivity by creating a shared climate that supports occupational needs and values and encourages a positive affective state towards nursing practice.

Spanish and Swedish eldercare managers' influence on employees

Purpose

Hierarchical and flat organizational types are predominant in Spain and Sweden, respectively. To study how managers’ commitment and work overcommitment (WOC) affect employee well-being, and job perception in these different countries can shed insight on how to improve eldercare organization. The purpose of this paper was to study the association between eldercare employee exposure to managers’ commitment and WOC, and employee mental well-being and job perception and how these associations differed between Spain and Sweden.

Design/methodology/approach

A questionnaire with validated questions on commitment, WOC, mental well-being and job perception, operationalized as the perception of quality of care and turnover intent, was sent out to eldercare managers and employees in Spain and Sweden. t-Tests, χ² and linear regression were applied to study the associations and differences between the countries.

Findings

Interaction analyses revealed that Spanish employees’ mental well-being and job perception were influenced by their managers’ commitment and WOC in that manager commitment improved and WOC impaired well-being and job perception. However, the Swedish eldercare employees were not influenced by their managers on these parameters.

Practical implications

The impact of managerial commitment and WOC differed between employees in Spain and Sweden, possibly because the preconditions for leadership varied due to differences in organizational type.

Originality/value

This study compares the managers’ impact on employee health and job perception in two countries with different organizational prerequisites. Moreover, managers’ commitment and WOC were estimated by the managers themselves and did not rely on the employees’ perception, which improved ecological validity.

Is organizational justice climate at the workplace associated with individual-level quality of care and organizational affective commitment? A multi-level, cross-sectional study on dentistry in Sweden

Purpose

The aim of this study is to investigate whether organizational justice climate at the workplace level is associated with individual staff members’ perceptions of care quality and affective commitment to the workplace.

Methods

The study adopts a cross-sectional multi-level design. Data were collected using an electronic survey and a response rate of 75% was obtained. Organizational justice climate and affective commitment to the workplace were measured by items from Copenhagen Psychosocial Questionnaire and quality of care by three self-developed items. Non-managerial staff working at dental clinics with at least five respondents (n = 900 from 68 units) was included in analyses. A set of Level-2 random intercept models were built to predict individual-level organizational affective commitment and perceived quality of care from unit-level organizational justice climate, controlling for potential confounding by group size, gender, age, and occupation.

Results

The results of the empty model showed substantial between-unit variation for both affective commitment (ICC-1 = 0.17) and quality of care (ICC-1 = 0.12). The overall results showed that the shared perception of organizational justice climate at the clinical unit level was significantly associated with perceived quality of care and affective commitment to the organization (p < 0.001).

Conclusions

Organizational justice climate at work unit level explained all variation in affective commitment among dental clinics and was associated with both the individual staff members’ affective commitment and perceived quality of care. These findings suggest a potential for that addressing organizational justice climate may be a way to promote quality of care and enhancing affective commitment. However, longitudinal studies are needed to support causality in the examined relationships. Intervention research is also recommended to probe the effectiveness of actions increasing unit-level organizational justice climate and test their impact on quality of care and affective commitment.