Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?

Tseng, Li Yu; Lee, Tian–Shyug

doi:10.5430/ijba.v2n2p94

Cited by 4 publications

(4 citation statements)

References 49 publications

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“…The analysis of variance (ANOVA) results indicate that the level of EOC was significantly different across OLC stages, with employees in growth stage business units exhibiting the highest level of EOC, followed by the revival, birth and maturity stages. Such findings could be attributed to the positive association between the extent of innovation and the level of EOC (Lock and Crawford, 2001;McKinnon et al, 2003;Tseng and Lee, 2011), with growth and revival stage business units promoting innovation to a greater extent than the birth and maturity stage business units.…”

Section: Descriptive Statisticsmentioning

confidence: 99%

Management control system effectiveness

Baird

Schoch

2015

Pacific Accounting Review

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Purpose – This study aims to examine the association between the use of three types of controls (input, behaviour and output) with the level of employee organisational commitment (EOC) across organisational life cycle (OLC) stages. Design/methodology/approach – Data were collected by a survey questionnaire from a random sample of 343 general managers in Australian manufacturing business units. Findings – The level of EOC was found to be highest in growth and revival stage units, suggesting that EOC relates to the level of innovation. The analysis revealed that the types of controls were significantly associated with the level of EOC. In particular, a significant positive association was found between input controls and the level of EOC in both the birth and revival stages. Originality/value – This study contributes to both the management control system (MCS) literature and practice. First, because only a limited number of studies have examined the effect of MCSs on the level of EOC, and there is no published study to date which has examined the association between the types of controls with the level of EOC from an OLC perspective, this study fills a gap in the literature by examining these associations. Secondly, the findings have important implications for Australian manufacturing organisations. Specifically, by providing an insight into the association between the types of controls with the level of EOC across OLC stages, the results suggest that managers of organisations in the birth and revival stage need to place greater emphasis on input controls so as to enhance the level of EOC.

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Section: Descriptive Statisticsmentioning

confidence: 99%

Management control system effectiveness

Baird

Schoch

2015

Pacific Accounting Review

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“…The term "organizational commitment" describes a worker's faith in the organization's objectives and ideals, as well as their desire to stay a part of it and devotion to it (Mowday et al, 1982). Employees' levels of organizational commitment are determined by how much they concur with the organization's objectives and core values, give the organization their all in terms of effort and values, and express a desire to join or stay with the organization (Robbins, 1998). Organizational commitment can anticipate how well employees will perform and how the organization will succeed as a whole (Steers, 1977).…”

Section: Affective Commitmentmentioning

confidence: 99%

Emotional Intelligence and Organizational Commitment of Faculty Members, Tribhuvan University

Lama,

Bhattarai,

Chataut

2023

J. Devpt Rev.

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The purpose of this study is to measure the impact of emotional intelligence (EI) on organizational commitment of faculty members of Tribhuvan University (T.U.). A cross sectional data collected through a convenient sampling using structured questionnaires. A total of 384 valid questionnaire received from respondents and analyzed using inferential statistics. The findings of the study depicts that emotional intelligence of university faculty members has positive and significant impact on organizational commitment i.e. affective commitment. It indicates that university faculty who had higher levels of emotional intelligence displayed higher degrees of affective commitment. The results of this study will motivate University policy makers and academic personalities to understand the linkage of EI of university faculty members and their affective commitment for better decision making.

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“…The ability to develop an emotional connection between organisations and their workers is expressed in organizational commitment (AL‐Abrrow et al , 2020), specifically via the positive association between workers’ performance and their commitment (Jaramillo et al , 2006). Task performance level is affected by organisational commitment (Baba, and Abdullahi, 2019; Atshan et al , 2021) because employees seem to demonstrate significant commitment to value and effort to enhance task performance (Tseng and Lee, 2011; Jun et al , 2014). Additionally, organisational citizenship behaviours are substantially affected by organizational commitment via reflecting the positive attitudes of individuals towards organisations in an “outside the role” manner (AL‐Abrrow et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Impact of perceived organisational justice, support and identity on workplace behaviour through job attitudes: verification in the role of LOC

Abdullah

Al-Abrrow

2022

IJOA

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Purpose This study used attribution and social exchange theories as bases to test a model comprising the most significant variables, namely, perception, attitudes and positive behaviour. The current research concentrated on the effects of three variables (i.e. organisational justice, support and identity) on task performance and organizational citizenship behaviour via job satisfaction, organisational commitment and work engagement. Additionally, this study aims to determine the external locus of control’s moderator role. Design/methodology/approach A questionnaire-based quantitative design was used as basis in collecting data from 1,125 industrial sector (i.e. electricity and oil industry) employees in southern Iraq. Findings Analysis of data reinforced the majority of the relationships in the research model. Results showed the mediator variables’ significance in providing explanation to the majority of the relationships and the external locus of control’s role in moderating such relationships. Research outcomes were used as bases in discussing several theoretical and practical implications, as well as presenting a few recommendations for studies in the future. Originality/value This research centres on determining the antecedents of positive behaviours via six circumstantial variables and one personal variable in a single model. Moreover, this study is applied in a developing country’s industrial sector with a moderately large sample size to yield evident and significant outcomes. Consequently, practitioners and academics are provided with a reference on managing and changing workplace behaviour.

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Can High-Tech Companies Enhance Employee Task Performance through Organizational Commitment?

Cited by 4 publications

References 49 publications

Management control system effectiveness

Management control system effectiveness

Emotional Intelligence and Organizational Commitment of Faculty Members, Tribhuvan University

Impact of perceived organisational justice, support and identity on workplace behaviour through job attitudes: verification in the role of LOC

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