How the exchange relationship affects employee commitment

Abstract

Purpose The purpose of this paper is to analyze the impact of social and economic exchange relationships on organizational commitment in line with the mediation effect of organizational trust. Design/methodology/approach In order to test the hypotheses of the study, a survey was conducted on a sample of 213 employees who were working at manufacturing companies in Turkey. Findings The findings of the study reveal that both dimensions of the exchange relationship positively affect organizational commitment and these links are mediated by organizational trust. Research limitations/implications The study provides reliable scales to measure the social and economic exchange relationship between employees and employing organizations. Although the sample of the study was relatively small and drawn from a single country, the Cronbach’s α values of scales were obtained above the recommended threshold value. Practical implications Organizational leaders might adopt an exchange perspective to build a trustworthy relationship with their employees. Developing such a mindset is very important at an employment structure, which has become highly flexible and contingent during the last decades. Originality/value The study attempts to distinguish the twofold nature of the exchange relationship in organizations based on a theoretical model to reveal the impact of each dimension on organizational level outcomes in conjunction with the mediating role of trust. In doing so, the study contributes to the literature by incorporating social and economic exchange in a holistic view as well as defining each dimension in a broader sense by including some employee-related challenges of business organizations such as diversity, social responsibility, leadership, ethical culture and so on.

Influência dos Controles Formais e Informais e da Confiança no Comprometimento Organizacional

“…Dado que os resultados de pesquisas pregressas sugerem influência positiva dos controles formais e informais na confiança organizacional (Weibel et al, 2016;Verburg et al, 2018) e da confiança organizacional no comprometimento organizacional (Sholihinj&Pike, 2010;Baek& Jung, 2015;Yandra, 2017;Ozmen, 2019), mesmo que algumas pesquisas não tenham encontrado relação entre confiança organizacional e comprometimento organizacional (Lau&Sholihin, 2005), neste estudo presumese efeito mediador da confiança organizacional na relação dos controles formais e informais com o comprometimento organizacional. A partir disso, formulou-se a terceira hipótese da pesquisa: H 3 : Os controles formais e informais têm relação positiva e significativa como comprometimento organizacional, cuja relação é mediada pela confiança organizacional.…”

“…Nessa perspectiva, estudos pregressos investigaram relações de um ou alguns elementos dos SCG com confiança organizacional (Weibel et al, 2016;Verburg et al, 2018),comprometimento organizacional (Sholihin & Pike, 2010;Goebel e Weißenberger, 2017), confiança e comprometimento organizacional (Beuren, Klein, Lara & Almeida, 2016). Outros estudos analisaram o efeito mediador da confiança organizacional na relação entre confiança interpessoal e comprometimento organizacional (Baek & Jung, 2015) e na relação da troca social e econômica com o comprometimento organizacional (Ozmen, 2019), assim comoa relação entre confiança e comprometimento organizacional (Yandra, 2017). Dessa forma, as implicações dos controles formais e informais e da confiança dos funcionários com o comprometimento organizacional se apresentam como uma lacuna de pesquisa.…”

“I Can’t Help at Work! My Family Is Driving Me Crazy!” How Family-to-Work Conflict Diminishes Change-Oriented Citizenship Behaviors and How Key Resources Disrupt This Link

“…These effects also might stem from a motivation-related effect. Employees who enjoy trust-based relationships with their colleagues tend to develop positive feelings about their organizational functioning and the employing organization in general (Curado & Vieira, 2019; Ozmen, 2019), because their personal well-being does not seem threatened by any self-serving or egoistic tendencies among others. Such positive beliefs then may counter employees’ desire to preserve their valuable energy resources, even when they feel preoccupied with family-related issues (Hobfoll, 2001; Quinn et al, 2012).…”

Work-Culture for Employee Work-Behaviour: Mediating Role of Satisfaction

“…Social exchange relationship in the organization, as result of work-culture affects employees' commitment. Both social exchange and economic exchange dimensions positively affect commitment (Ozmen, 2019). Thus, for positive work-behaviour of employees, management should care on establishing good work-culture along with competitive economic rewards.…”