Share:


Synchronous and longitudinal effects of employee commitment on intellectual, social and affective engagement

Abstract

The aim of this research is to examine if there are any synchronous or longitudinal effects of employee commitment on employee engagement. The former is measured as a whole construct using affective, continuous and normative dimensions of commitment introduced by Allen and Mayer (1990), while the latter is assessed by intellectual, social and affective dimensions of employee engagement suggested by Soane et al. (2012). The rationale behind conducting this research is twofold. First, to fill the gap resulted from paucity of research conducted to examine the effects of employee commitment on employee engagement. Second, to overcome the most common limitation cited in many prior studies, namely the cross-sectional research design by performing a longitudinal research. The questionnaire used in this research is built by adopting items form prior literature. Then, it was administered over a two-time period to employees working in a large Jordanian hospitality setting located in Amman, the capital of Jordan. Two waves of data collection process have been achieved with a lag time of 12 months, that is, from August 2016 to August 2017. The number of returned questionnaires in the first measurement period is 487 (97.4%), while the number of returned questionnaires in the second measurement period is 473 (94.6%). The research hypotheses focus on the presence of synchronous or longitudinal effects of employee commitment, as well as intellectual, social, and affective dimensions of employee engagement. The results indicate that employee commitment significantly as well as simultaneously affects employees’ intellectual engagement, while significantly and longitudinally affects their social and affective engagement. These findings contribute to the organizational behavior literature by showing that employee commitment does not only enhance employees’ immediate absorption in methods that could be used to improve the work, but also it builds up strong relationships among them and with their organization’s values and environment. Additionally, it boosts their emotional attachment to job tasks over time. Therefore, it is recommended that academic researchers along with practitioners should look at changes in employee attitudes that might occur in the future.

Keyword : employee commitment, intellectual engagement, social engagement, affective engagement

How to Cite
Abu-Hamour, H. M. J. (2018). Synchronous and longitudinal effects of employee commitment on intellectual, social and affective engagement. Business: Theory and Practice, 19, 59-69. https://doi.org/10.3846/btp.2018.07
Published in Issue
May 30, 2018
Abstract Views
677
PDF Downloads
431
Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

References

Agyemang C, Ofei S (2013) Employee work engagement and organizational commitment: a comparative study of private and public sector organizations in Ghana. European Journal of Business and Innovation Research 1 (4): 20-33.

Ahlowalia S, Tiwary D, Jha A (2014) Employee engagement: a structured theoretical review. The International Journal of Business & Management 2 (6): 309-317.

Aktar A, Pangil F (2017) The relationship between employee engagement, HRM practices and perceived organizational support: evidence from banking employees. International Journal of Human Resource Studies 7 (3): 1-22. https://doi.org/10.5296/ijhrs.v7i3.11353

Albdour A, Altarawneh I (2014) Employee engagement and orga-nizational commitment: evidence from Jordan. International Journal of Business 19 (2): 192-212.

Albrecht S (2012) The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance. International Journal of Manpower 33 (7): 840-853. https://doi.org/10.1108/01437721211268357

Allen N, Meyer J (1990) The measurement and antecedents of organizational commitment: re-examination of the affective and continuance commitment scales. Journal of Applied Psychology 72: 638-642.

Al-Tit A, Hunitie M (2015) The mediating effect of employee engagement between its antecedents and consequences. Journal of Management Research 7 (5): 47-62. https://doi.org/10.5296/jmr.v7i5.8048

Balay-Odao E (2017) Work practice environment, organizational commitment and work engagement of emergency department nurses: a correlation study. Journal of Nursing and Care 6 (1): 1-9. https://doi.org/10.4172/2167-1168.1000380

Bedarkar M, Pandita D (2014) A study on the drivers of employee engagement impacting employee performance. Procedia – Social and Behavioral Sciences 133: 106-115. https://doi.org/10.1016/j.sbspro.2014.04.174

Brouwers A, Tomic W (2000) A longitudinal study of teacher burnout and perceived self-efficacy in classroom management. Teaching and Teacher Education 16: 239-253. https://doi.org/10.1016/S0742-051X(99)00057-8

Carasco-Saul M, Kim W, Kim T (2015) Leadership and employee engagement: proposing research agendas through: a review of literature. Human Resource Development Review 14 (1): 38-63. https://doi.org/10.1177/1534484314560406

Cesário F, Chambel M (2016) Linking organizational commitment and work engagement to employee performance. Proceedings of the International Conference Theory and Application in the Knowledge Economy (TAKE 2016), Eduardo Tomé, Lisbon. Aveiro, Portugal, 6 to 8 July 2016.

Cook S (2012) The essential guide to employee engagement. UK: Kogan Page.

Crawford E, LePine A, Rich B (2010) Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology 95 (5): 834-848. https://doi.org/10.1037/a0019364

De Lange A, De Witte H, Notelaers G (2008) Should I stay or should I go? Examining longitudinal relations among job resources and work engagement for stayers versus movers. Work & Stress 22 (3): 201-223. https://doi.org/10.1080/02678370802390132

Deshwal S (2015) A study of job satisfaction in relation to employee engagement. International Journal of Applied Research 1 (9): 303-304.

Durksen T, Klassen R (2012) Pre-service teachers’ weekly commitment and engagement during a final training placement: a longitudinal mixed methods study. Educational & Child Psychology 29 (4): 32-46.

Geldenhuys M, Laba K, Venter C (2014) Meaningful work, work engagement and organizational commitment. The SA Journal of Industrial Psychology 40 (1): 1-10. https://doi.org/10.4102/sajip.v40i1.1098

Goffman E (1961) Encounters. Penguine University Books. Harmondsworth.

Gupta M (2017) Corporate Social Responsibility, employee-company identification, and organizational commitment: Mediation by employee engagement. Current Psychology 36 (1): 101-109. https://doi.org/10.1007/s12144-015-9389-8

Hakanen J, Schaufeli W, Ahola K (2008) The Job Demands-Re-sources model: a three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress 22 (3): 224-241. https://doi.org/10.1080/02678370802379432

Huang Y, Ma Z, Meng Z (2017) High-performance work systems and employee engagement: empirical evidence from China. Asia pacific Journal of Human Resources. https://doi.org/10.1111/1744-7941.12140

Kanste O (2011) Work engagement, work commitment and their association with well-being in health care. Scandinavian Journal of Caring Sciences 25: 754-761. https://doi.org/10.1111/j.1471-6712.2011.00888.x

Kavya M, Padmavathy G (2017) Employee engagement: a review on engagement models. Imperial Journal of Interdisciplinary Research (IJIR) 3 (2): 871-877.

Khalid A, Khalid S (2015) Relationship between organizational commitments, employee engagement, and career satisfaction: a case of University of Gujrat Pakistan. Journal of South Asian Studies 3 (3): 323-330.

Khalid A, Khalid S, Waseem A, Farooqi Y, Nazish A (2015) Relationship between organizational commitment, career satisfaction and employee engagement. European Journal of Business and Social Sciences 3 (11): 172-183.

Khan W (1990) Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal 33: 692-724.

Mackay M, Allen J, Landis R (2017) Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: a meta-analytic path analysis. Human Resource Management Review 27: 108-120. https://doi.org/10.1016/j.hrmr.2016.03.002

Magem I (2017) A review of the antecedents and consequents of employee engagement. World Academy of Science, Engineering and Technology 11 (4): 773-780.

Meyer J (2016) Handbook of employee commitment. Edward Elgar Publishing Limited, Massachusetts, USA. https://doi.org/10.4337/9781784711740

Meyer J, Allen N (1991) A three-component conceptualization of organizational commitment. Human Resource Management Review 1: 61-89. https://doi.org/10.1016/1053-4822(91)90011-Z

Meyer J, Gagne M (2008) Employee engagement from a self-determination theory perspective. Industrial and Organizational Psychology 1: 60-62. https://doi.org/10.1111/j.1754-9434.2007.00010.x

Oluwalope A, Sunday O (2017) Impact of budgetary participation and organizational commitment on managerial performance in Nigeria. Accounting and Finance Research 6 (3): 48-55. https://doi.org/10.5430/afr.v6n3p48

Park J, Kim J, Yoon S, Joo B (2017) The effects of empowering leadership on psychological well-being and job engagement: the mediating role of psychological capital. Leadership & Organization Development Journal 38 (3): 350-367. https://doi.org/10.1108/LODJ-08-2015-0182

Ployhart R, Vandenberg R (2010) Longitudinal research: the theory, design, and analysis of change. Journal of Management 36 (No. 1, January 2010): 94-120. https://doi.org/10.1177/0149206309352110

Rhoades L, Eisenberger R, Armeli S (2001) Affective commitment to the organization: the contribution of perceived organizational support. Journal of Applied Psychology 86: 825-836. https://doi.org/10.1037/0021-9010.86.5.825

Saks A (2006) Antecedents and consequences of employee engagement. Journal of Managerial Psychology 21 (7): 600-619. https://doi.org/10.1108/02683940610690169

Schaufeli W, Bakker A, Salanova M (2006) The Measurement of work engagement with a short questionnaire. Educational and Psychological Measurement 66 (4): 701-716. https://doi.org/10.1177/0013164405282471

Schaufeli W, Salanova M, González-Romá V, Bakker A (2002) The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. Journal of Happiness Studies 3 (1): 71-92. https://doi.org/10.1023/A:1015630930326

Sharma D (2016) A study of ISA engagement at an autonomous management education and research institute, Madhya Pradesh. USHUS Journal of Business Management 15 (2): 23-32.

Singh, S, Karki J (2015) The impact of job engagement and organizational commitment on organizational performance. The International Journal of Business & Management 3 (4): 279-285.

Soane E, Truss C, Alfes K, Shantz A, Rees C, Gatenbytt M (2012) Development and application of a new measure of employee engagement: the ISA engagement scale. Human Resource Development International 15 (5): 529-547. https://doi.org/10.1080/13678868.2012.726542

Stephanie S, Gustomo A (2015) Proposal to improve employee engagement in PT Maju Sentosa by AON Hewitt model and Mercer model. Procedia – Social and Behavioral Sciences 169: 363-370. https://doi.org/10.1016/j.sbspro.2015.01.321

Thang N, Fassin Y (2017) The impact of internal corporate social responsibility on organizational commitment: evidence from Vietnamese service firms. Journal of Asia-Pacific Business. https://doi.org/10.1080/10599231.2017.1309617

Trofimov A, Bondar I, Trofimova D, Miliutina K, Riabchych I (2017) Organizational commitment factors: role of employee work engagement. Revista ESPACIOS 38 (24): 1-18.

Xanthopoulou D, Bakker A, Demerouti E, Schaufeli W (2009) Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior 74: 235-244. https://doi.org/10.1016/j.jvb.2008.11.003

Zajkowska M (2012) Employee engagement: how to improve it through internal communication. Human Resources Management & Ergonomics VI: 104-117.