This study examined the effects of high-performance work practices on turnover intention through the mediating role of employee morale. The study also examined the extent to which psychological capital could moderate the relationship between employee morale and turnover intention. With the aid of questionnaire administration, the study collected 469 valid responses from frontline employees in the hospitality sector of Ghana. Findings from the hierarchical regression analysis showed that training and empowerment had a significant influence on turnover intention. Training and reward also had a significant positive effect on job satisfaction. Empowerment, on the other hand, had a significant positive influence on affective organizational commitment. Both affective organizational commitment and job satisfaction significantly influenced turnover intention. Optimism and resilience moderated the relationship between affective organizational commitment and turnover intention. Also, self-efficacy moderated the relationship between job satisfaction and turnover intention. The study offers some implications and suggestions for future studies in the main text.

Purpose: This study aimed to investigate the effects of role demands on safety performance in mining companies under the mediating role of psychosocial stress symptoms. Three dimensions of safety leadership were also tested as moderators on the relationship between psychosocial stress symptoms and safety performance. Methods: To collect data to analyze the hypothesized relationships in the present study, a total of 850 questionnaires were distributed to mineworkers in Ghana. Hierarchical regression analysis was employed as the main statistical technique in analyzing the data using SPSS version 21 software. Findings: Results from hierarchical regression analysis showed that psychosocial stress symptoms fully mediated the relationship between role demands and safety compliance but showed no mediation on role demands and safety participation. Also, only safety coaching from safety leadership demonstrated to have a moderating effect on the relationship between psychosocial stress symptoms and safety compliance of safety performance. Conclusion: The study proposes that it is important to examine the effects of role demands on specific job performance. The importance of safety coaching as a key element of planning to improve safety performance should not be underestimated.

Engaging employees and being supportive in enhancing their well-being in an organization is very paramount. Past studies show that these practices and policies are beneficial to the commitment level of the employer and the employee in the attainment of employee performance. This study was then conceptualized to examine the moderating effect of perceived organizational support on the relationships between organizational climate and organizational commitment and organizational commitment and employee performance. Also, the mediating effect of organizational commitment in the relationship between organizational climate and employee performance. Drawing on employees from the power generation companies in Ghana, a systematic sampling method was employed in choosing 371 respondents for the study. Hierarchical regression in SPSS software (version 23) was employed to analyze the hypotheses. It was observed that organizational commitment partially mediated the relationship between organizational climate and employee performance. However, perceived organizational support had no moderation effect on the relationship between organizational climate and organizational commitment. Furthermore, perceived organizational support had no moderation effect on the relationship between organizational commitment and employee performance. These results suggest that with an effective organizational climate, organizational support does little to strengthen or weaken employee performance. The practical implication is also discussed.

Though a significant number of studies in organizational behaviour literature have shown a positive relationship between affective organizational commitment and job performance, the findings of some studies indicate that the relationship varies. This highlights the presence of mediator and moderator variables. Our study seeks to clarify when and why affective organizational commitment is more or less related to job performance by investigating the mediating role of organizational citizenship behaviour and the moderating effect of leadership styles (transactional and transformational) on this relationship. Using a quantitative survey we sampled 556 workers from the Metropolitan, Municipal and District Assemblies in Ghana. The empirical results from hierarchical multiple linear regressions showed a positive relationship between affective commitment and job performance whilst OCB also mediated this relationship. The moderation analysis revealed that leadership styles (transformational and transactional) strengthened the positive relationship between affective commitment and job performance with transactional leadership the most effective leadership style. The outcome of our study suggest that, though affective commitment positively relates with job performance the relationship varies with the leader’s leadership style. We realized that within the local government context in Ghana, organizational commitment is more closely or strongly related to job performance when leaders (MMDCEs/mayors) transactional rather than transformational leadership is high. The practical contributions of this study are thoroughly discussed.

In Ghana, the Metropolitan, Municipal and District Assemblies (MMDAs) are the highest political, legislative, budgeting and planning authority at the grassroots (Ahwoi, 2010). The local government Act (Act 462) of the 1992 Constitution of Ghana mandates the Metropolitan, Municipal and District Assemblies to formulate and execute plans and programmes for effective mobilization of resources necessary for the overall development of the local area. They are to provide effective and quality services to the local people in the areas of health, education, water, sanitation, electricity, and roads (Ahwoi, 2010). One major goal of decentralization in Ghana is to strengthen the MMDAs with the overall objective of improving political participation and engagement from below to make a difference in local community development and poverty reduction. Paradoxically, even though Ghana's decentralization process is greatly hailed as a success (Awortwi, 2010), its ability to deal with local community developmental needs continue to lie in a balance owing to great apathy, low level employee commitment, lack of organizational citizenship behaviour, inter-agency conflict, poor leadership among others which affects employee and organizational performance (See: Ahwoi 2010b; Ahwoi 2010a; Sakyi et al. 2011). This brings to the foe the importance organizational commitment (OC), organizational citizenship behaviour (OCB) in achieving high level employee performance (JP).The relevance of organizational commitment (OC), particularly the emotive dimension, in enhancing employee performance explains why it is one of the most commonly researched variables in organizational literature (