Florence Stinglhamber

The role of change in the relationship between commitment and turnover: A latent growth modeling approach

Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individuals intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the change trajectories such that the steeper the decline in an individuals affective and normative commitments across time, the greater the rate of increase in that individuals intention to quit, and, further, the greater the likelihood that the person actually left the organization over the next 9 months. Findings regarding continuance commitment and its components were mixed.

Perceived support as a mediator of the relationship between justice and trust: A multiple foci approach

Using a sample of 212 employees, the authors examined the relationships between employees’ perceptions of procedural and interactional justice and their subsequent trust in their organization and supervisor. Specifically, the authors predicted that the link between procedural justice and trust in organization would be mediated by perceived organizational support (POS), whereas the relationship between interactional justice and trust in supervisor would be mediated by perceived supervisor support (PSS). In line with predictions, the authors found that POS partially mediated the effect of procedural justice on trust in organization and PSS partially mediated the impact of interactional justice on trust in supervisor. These findings suggest that employees develop relationships with their supervisors that are distinct from those relationships they experience with their organization.

Organization-, supervisor-, and workgroup-directed commitments and citizenship behaviours: A comparison of models

The purpose of this study was to test two competing theoretical models explaining the relationships between affective commitment to the organization, the supervisor, and the workgroup, and organizational citizenship behaviours (OCB) specifically directed toward these foci. Drawing on cohesion theory, the first model stated that commitment to the organization is a key mediating variable intervening between “local” commitments and OCB (Hunt & Morgan, 1994). Building on Lewins (1943) field theory and the notion of psychological proximity, the second model proposed that commitment to the most proximal focus should mediate the effect of commitment to more distal entities on OCB. Data drawn from a sample of blue-collar workers and their supervisors in an iron and steel company indicated that the model of a proximal mediation best represented the relationships between commitments and OCB.

An Examination of the Cross-Cultural Validity of a Multidimensional Model of Commitment in Europe

This study examined the validity of a multidimensional model of employee commitment in Europe. The study was conducted using a sample of employees working for the translation department of the European Commission, located in Brussels. The survey questionnaire included measures of affective and normative commitment to the organization, the occupation, the work group, and Europe; continuance commitment to the organization and the occupation; and intent to quit. Participants (N = 580) pertained to 12 European nationalities and responded to a French or an English version of the questionnaire. Results showed that (a) for normative and continuance commitment, the organizational and occupational foci were not empirically distinguishable and that (b) both the commitment model and the relationships between commitment components and intent to quit were culturally invariant. On the other hand, evidence also emphasized the importance of considering multiple commitment components in predicting intent to quit. The implications of these findings are discussed.

Ageism at work: The impact of intergenerational contact and organizational multi-age perspective

Despite the prevalence of ageism in the workplace, little empirical effort has been devoted to analysing the contextual factors that may help reduce it. Building upon research on intergroup contact and multiculturalism, we examine in two studies how intergenerational contact and organizational multi-age perspective may contribute toward mitigating ageism and improving work attitudes through a dual identity process. In Study 1, SEM analyses confirm that workers’ dual identity is a key mediator of the effects of context on both ageism and attitudes at work. Study 2 replicates and extends the results of Study 1, firstly by showing the mediational effects of perceived procedural justice, and secondly by investigating stereotypes more closely related to the population of older workers. As a set, our findings shed new light on ageism at work as well as on the protective role of two aspects of the social context.

The Relationship Between Perceived Organizational Support and Affective Commitment: A Social Identity Perspective

The present research examines how the social identity perspective contributes to a better understanding of the relationships between perceived organizational support, affective commitment, and employees’ performance at work. Using a sample of 253 employees from an engineering company, Study 1 found that organizational identification partially mediates the relationship between perceived organizational support and affective commitment. The results of Study 1 also indicated that the relationship between perceived organizational support and organizational identification is moderated by organizational prestige. In Study 2, using a sample of 179 postal employees, the authors replicated the mediating role of organizational identification in the relationship between perceived organizational support and affective commitment and found that affective commitment mediates the relationship between organizational identification and supervisor’s ratings of extra-role performance.

The impact of work engagement and workaholism on well-being-the role of work-related social support

Originality/value – Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees’ well-being.

Effects of Own Versus Other's Fair Treatment on Positive Emotions: A Field Study

This article presents the results of a field study on the effects of own versus others fair treatment on positive emotions. From the findings of the field study it is clear that ones own experiences of procedural fairness have a significant influence on ones positive emotional reactions. Indeed, the procedural justice for oneself was correlated to positive emotions when procedural justice for others was high. One positive point with the present research is that it has taken real-life into perspective by taking real-life situation and real-life employees into consideration. Associated researches in the future might be on the topics of influence of others fair treatment on the reactions of the individuals taken as subjects. Care should be given not only to what degree of fairness do managers treat their subordinates but also to how procedural justice is communicated to the group and managers of an organization. Is is clear that fairness experiences of the organization in turn make fairness experiences of the individuals.

The relationship between perceived organizational support and proactive behaviour directed towards the organization

Numerous studies have shown that perceived organizational support has positive consequences on both employees and organizations. However, no study has examined the causal relationship between perceived organizational support and proactive behaviour directed towards the organization and few studies have identified potential mechanisms underlying this relationship. We first investigated the direction of causality between perceived organizational support and proactive behaviour, and hypothesized that perceived organizational support leads to proactive behaviour directed towards the organization. Second, based on social exchange and motivational perspectives, we examined two potential mechanisms underlying this relationship, i.e., felt obligation and work engagement. Employees from a Belgian Federal Public Service were invited to take part in a three-wave longitudinal survey. Using a cross-lagged panel design, our results (N = 1963) revealed that Time 2 perceived organizational support was positively related to Time 3 proactive behaviour towards the organization, whereas the reverse was not true. Additionally, our results (N = 1293) showed that Time 2 felt obligation and Time 2 work engagement mediated the positive relationship between Time 1 perceived organizational support and Time 3 proactive behaviour directed towards the organization.

The influence of transformational leadership on followers’ affective commitment: The role of perceived organizational support and supervisor’s organizational embodiment

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings sugg...