How Leadership and Commitment Influence Bank Employees’ Adoption of their Bank’s Values

Wallace, Elaine; Chernatony, Leslie de; Buil, Isabel

doi:10.1007/s10551-010-0728-2

Cited by 27 publications

(21 citation statements)

References 48 publications

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“…There are three components of commitment, namely: affective, continuance, and normative commitment (Meyer and Allen, 1991;Ketchand and Strawser, 2001;Wong-On-Wing et al, 2010;Wallace et al, 2011;and Wallace et al, 2013). Firstly, the affective commitment includes the employees' emotions, identification, and participation in the company (a commitment that is based on an individual's willingness to do something).…”

Section: Organizational Commitmentmentioning

confidence: 99%

Do Leadership Styles Moderate the Relationship of Organizational Commitment and Budgetary Slack? An Experimental Approach

Islami

Nahartyo

2019

J. Indones.Econ.Bus.

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Introduction: this study aims to provide empirical evidence of the factors that can mitigate and encourage budgetary slack. Specifically, this study examines the effect of affective organizational commitment on budgetary slack with the style of leadership as a moderating variable. Background Problems: budgetary slack is an unethical action that often occurs in companies and little attention is given to companies that experience losses, especially when it is related to the suboptimal allocation of resources. Novelty: Previous studies paid little attention to the direct relationship between affective organizational commitment and budgetary slack. They were limited to investigating the correlation between affective organizational commitment and budgetary slack. This study provides evidence of causality between the two and includes the style of leadership as a moderating factor. Research Methods: This research is conducted through an experimental approach using a 2 x 2 between-subjects design. The participants of this research are 64 from the Master of Management (MM) program at Gadjah Mada University (UGM). Findings: The result of this study indicates that middle managers with high affective organizational commitment create a smaller budgetary slack than the middle managers with low affective organizational commitment. However, the leadership style is not proven to moderate the relationship between affective organizational commitment and budgetary slack. Conclusion: These findings provide theoretical evidence of the self-determination theory that an individual with high affective organizational commitment creates a smaller budgetary slack than an individual with low affective organizational commitment. Therefore, companies need to pay more attention to their employees’ commitment.

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Section: Organizational Commitmentmentioning

confidence: 99%

Do Leadership Styles Moderate the Relationship of Organizational Commitment and Budgetary Slack? An Experimental Approach

Islami

Nahartyo

2019

J. Indones.Econ.Bus.

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“…The Effect of Organizational Commitment on Employee Performance Employee attitudes and attitudes are assessed based on the direct and indirect impacts they have and how significantly they contribute to overall organizational performance (Jung & Yoon, 2014). In essence, human resources are very important in business organizations due to their direct influence on organizational performance through their relationships with clients in the service industry (Wallace et al, 2011). The need to get a commitment from employees, in particular, upholding the strategic role of human resources is very important for the organization and this situation requires companies to build an organizational system that is appropriately oriented towards employee commitment (Kim & Sung-Choon, 2013).…”

Section: H4: Compensation Has a Positive And Significant Effect On Ormentioning

confidence: 99%

Effect of empowerment and compensation on performance of honorary employees mediated by organizational commitments

Widyastuti

Riana

2019

irjmis

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The purpose of this study to analyze the influence of empowerment and compensation on employee performance is mediated by organizational commitment. The study was conducted by distributing questionnaires to a sample of 100 honorary employees in regional organizations in Denpasar using the proportionate random sampling method. The analytical method used is Partial Least Square (PLS) analysis. The results of PLS analysis show that empowerment, compensation, and organizational commitment have a positive and significant direct effect on employee performance. Finally, organizational commitment has a positive and significant effect on mediating empowerment and compensation for employee performance. The results of this study imply that empowerment and compensation are important factors in improving employee performance. In addition, the mediating role of organizational commitment can also contribute to improving performance. The management of each regional apparatus organization in Denpasar City needs to pay attention to these matters so that organizational goals can be achieved.

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“…Research also highlights the antecedents of leadership and management style (Morhart et al, 2009;Vallaster and De Chernatony, 2005;Wallace et al, 2011), as well as the increasing role of human resources as actors in the process (Aurand et al, 2005).…”

Section: Brand and Employeesmentioning

confidence: 99%

How brand gives employees meaning: Towards an extended view of brand equity

Berger-Remy¹,

Michel²

2015

Recherche et Applications en Marketing (English Edition)

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Brand is a corporate equity often examined today from the marketing and financial points of view. The present research tries to show that brand value can also be seen in terms of the added meaning it gives employees. Based on a case study of four organizations, we show that brand creates a triad of qualities -signification, direction and sensation -for employees, distinct from those that consumers feel and understand. Accordingly, we revisit the concept of brand equity from the employee point of view, or Employee-Based Brand Equity (EBBE).

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How Leadership and Commitment Influence Bank Employees’ Adoption of their Bank’s Values

Abstract: banking, commitment, employees, leadership, values,

Cited by 27 publications

References 48 publications

Do Leadership Styles Moderate the Relationship of Organizational Commitment and Budgetary Slack? An Experimental Approach

Do Leadership Styles Moderate the Relationship of Organizational Commitment and Budgetary Slack? An Experimental Approach

Effect of empowerment and compensation on performance of honorary employees mediated by organizational commitments

How brand gives employees meaning: Towards an extended view of brand equity

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