The exploration of the relationship between organizational commitment and training is still in its early stages. Although there have been several studies reported on training and organizational commitment in Western countries, very little has been done in respect of the local professionals in Malaysia. This research investigates the association between five training variables (availability of training, support for training, motivation to learn, training environment and perceived benefits of training), and various aspects of organizational commitment (affective commitment, normative commitment, continuance commitment and overall organizational commitment). The availability of training, support for training, motivation to learn, training environment, perceived benefits of training were all significantly correlated with affective commitment, normative commitment and overall organizational commitment. The training environment and perceived benefits were also significantly correlated with continuance commitment. However the availability of training, support for training and motivation to learn were not significantly correlated with continuance commitment. This suggests that despite other forms of commitment, Malaysian workers do not feel that they need to remain in an organization that has made available the training, given support for the training and were motivated to learn. Otherwise, results suggest that on the whole, training does seem to have an influence on organiza-Training and organizational commitment 167 tional commitment. The practical implication of this is that managers, who are so desirous of enhancing organizational commitment among their subordinates, should pay more attention to training.Annual income was found to correlate positively with affective commitment and overall commitment. Age and tenure were not significant predictors of overall organizational commitment contradicting studies in the West. This demonstrated that Malaysians might have different attitudes towards organizational commitment. The older they are and the longer they stay within an organization do not imply that they will be committed towards their organization. This phenomenon can be attributed to the uncertain business environment in Malaysia.
Purpose-The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting. Design/methodology/approach-Data were gathered from 238 Malaysian UM MBA part-time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression. Findings-Generally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed. Originality/value-The paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.
Purpose The purpose of this paper is to provide some insights on the interplay of organizational climate and job satisfaction, taking personality traits as a moderator. Design/methodology/approach The paper reviews the extant literature from which it develops a theoretical model which is then tested empirically in the Malaysian context, using hierarchical regression methodology. Findings The results imply that there are moderating effects of personality traits on the relationship between certain aspects of organizational climate and job satisfaction. Research limitations/implications The cross-sectional nature of this study inhibits the testing of causality between the variables. The research model and hypotheses were tested, using data drawn only from companies operating in a single country. Practical implications The paper provides valuable information to leaders and managers in understanding which personality works better in the potential casual linkage between organizational climate and overall job satisfaction. This paper also helps practitioners to understand better why the same climate can have different impacts on different people. Originality/value It contributes to the conceptualization of the organizational climate by emphasizing Litwin and Stringer’s (1968) dimensions of organizational climate as the important determinants of the job satisfaction. Moreover, it expands the traditional discussion by incorporating the personal traits that moderates the relationship between organizational climate and the job satisfaction.
Purpose – The purpose of this paper is to explore the relationship between authentic leadership (AL), work engagement (WE), and organizational citizenship behaviors (OCB) among United Arab Emirates (UAE) nationals working in the petroleum sector. This study further intends to examine the mediating effect of psychological empowerment (PE) on above mentioned relationship. Design/methodology/approach – Quantitative method involving self-reported questionnaire was used in this study. Data were collected from 189 UAE national employees from one of the major petroleum companies in the UAE. An extensive online questionnaire consisting of 70 questions was designed in Version 2.05+ of LimeSurvey, an open source-based survey tool. Structural equation modeling using Lisrel was deployed to examine the relationship between AL, PE, WE, and OCB. Findings – The results revealed that AL significantly increases WE and OCB. Results also indicated that PE increases the strength of relationship between AL with WE and OCB while acting as a mediator. Practical implications – The research results suggested that leaders and discussion makers in the petroleum sector in UAE should encourage their managers to adopt a more AL style. Given that AL is strongly related to WE, PE, and OCB, AL training programs is consequently important in building employees that would be more empowered and engaged. Originality/value – This study contributes to organizational behavior and industrial psychology literature. The study is unique in respect to the research model that was developed and validated. It’s one of the first attempts to empirically investigate the direct relationship among AL, PE, WE, and OCB in Middle-East context. This study was conducted in UAE, where AL concept has been rarely investigated and finding from this study may help in filling up the gap in knowledge.
The purpose of this study was to investigate the mediating effect of person-environment fit on the relationship between organisational culture and organisational commitment. Data were obtained from full-time employees who were working in private and public sectors from various organisations in Malaysia (n = 204). Person-environment fit was found to be a significant mediator of the relationship between organisational culture and organisational commitment. This has wide-ranging implications for organisational development consultants who intend to shape the culture of various organisations, on the assumption that certain organisational cultures directly lead to certain desirable employee outcomes. Managers need to pay attention to not only their organisational culture such as training, rewards, teamwork and communication, but to also ensure that they are aimed towards improving the fit between individuals and their work environment. Whereas previous research tends to look at P-E fit as a predictor of employee outcomes, this is one of the first few studies to provide evidence of P-E fit as a mediator of the relationship between organisational culture and organisational commitment. Keywords: Organisational culture, Person-environment fit, Organisational commitment 1. Introduction Organisational culture has been consistently an important theme in management and business research for the past few decades due to its potential to affect organisationally and individually desired outcomes. For instance, there are many studies that looked at how organisational culture was a predictor of employee retention (Sheridan, 1992). Most people, especially younger employees understand and accept that loyalty towards their organisation is largely a losing proposition, and they are no longer willing to be dependent on their employers or accepting of organisational policies, practices and decisions, that do not meet their needs or career aspirations (Ooi and Arumugam, 2006). There are also many studies that found that the fit between the person and the environment (i.e., P-E fit) was an important predictor of work-related outcomes such as job satisfaction, organisational commitment and staff turnover (Cable and Judge, 1996; Kristof, 1996; Kristof Zimmerman and Johnson, 2005). In fact, from the various studies, cited in Kristof (1996), Kristof et al., (2005) and Verquer, Beehr and Wagner (2003), P-E fit was popularly viewed in the past, as a predictor or an independent variable affecting the dependent variable of employee outcomes. However, more recent research have begun to look beyond the simple bivariate relationships between P-E fit and job outcomes, and begun to discover the mediating and moderating variables that exist within this relationship (Jelinek and Ahearne, 2010; DaSilva, 2010).Yet, despite the current trend, according to our search in the Web of Science database, there was not a single empirical study that looked at how P-E fit was a mediating variable in the relationship between organisational culture (communicat...
This article proposes that in the future, P-E fit studies should use objective (as opposed to subjective) measures of the environment, such as the group size, in order to avoid numerous methodological problems. Several hypotheses were formulated in this article. Group size was hypothesised to moderate the following relationships: apprehension, sensitivity, social boldness and extroversion with co-worker satisfaction, sensitivity with pay satisfaction, liveliness with performance, intelligence (g) with pay satisfaction, and, intelligence (g), with overall job satisfaction. This article also proposes that the current supplementary fit model can be extended in the future, to measure superior-subordinate fit also. It was hypothesised that higher superior-subordinate congruence would lead to higher satisfaction and performance of the subordinate.
‘Forgive and forget’ is a commonly prescribed way of reducing the intensity of negative emotions attached to memories of stressful events. Many people, however, are not able to simply forgive and forget. This research looks at the effectiveness of the alternative techniques of Hypnosis, Neuro Linguistic Programming and Time Line Therapy™ as means of reducing the intensity of negative emotions attached to memories of stressful events. This experimental research involved 32 test subjects and 32 control group subjects. Statistical t‐tests revealed that with the test group, there were significant reductions in intensity levels of negative emotions after undergoing the procedures compared with before, with all three methods. There were no significant changes in the control group. Copyright © 2010 John Wiley & Sons, Ltd.
The Holy Quran and Hadith are the two main sources of legislation and guidelines for Muslims to shape their lives. The daily activities, sayings, and deeds of the Holy Prophet Muhammad (PBUH) are called Hadiths. Hadiths are the optimal practical descriptions of the Holy Quran. Technological advancements of information and communication technologies (ICT) have revolutionized every field of daily life, including digitizing the Holy Quran and Hadith. Available online contents of Hadith are obtained from different sources. Thus, alterations and fabrications of fake Hadiths are feasible. Authentication of these online available Hadith contents is a complex and challenging task and a crucial area of study in Islam. Few Hadith authentication techniques and systems are proposed in the literature. In this study, we have surveyed all techniques and systems, which are proposed for Hadith authentication. Furthermore, classification, open challenges, and future research directions related to Hadith authentication are identified.
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