Military Veterans in Federal Agencies: Organizational Inclusion, Human Resource Practices, and Trust in Leadership as Predictors of Organizational Commitment

Liggans, Girvin; Attoh, Prince A.; Gong, Tao; Chase, Tyrone; Russell, Mia B.; Clark, Priscilla W.

doi:10.1177/0091026018819025

Cited by 17 publications

(18 citation statements)

References 53 publications

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“…In the whole process organizational trust is the first outcome, influencing the employee commitment. This argument has been backed by several researchers revealing organizational trust to be the strong predictor of organizational commitment [28,[47][48][49].…”

Section: The Impact Of Csr On Aoc Mediated By Organizational Trustmentioning

confidence: 98%

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Farooq

Cheffi

2019

Sustainability

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This research presents a new perspective of social exchange to explain the employee responses to corporate social responsibility (CSR) activities of their organizations. In particular, the current study aims to explore the social exchange based mediation mechanism between CSR actions and employee turnover intentions. Considering this theory, we propose that organizational trust is the primary outcome of CSR, which in turn influences the affective organizational commitment (AOC) and reduces the turnover intentions (TOI) of employees. Moreover, we posit that different types of CSR actions have different effects on employees due to their relative importance. To test the suggested research model, we analyzed the data collected on 304 employees working in the Star hotel in South Asia. Results of the study demonstrate the organizational trust to be a mediator between CSR and AOC and that CSR negatively impacts the turnover intentions of employees through the mediation of trust and AOC. Moreover, the results show the relevance of examining the disaggregated effects of different types of CSR actions on employees’ turnover intention. The study concludes with implications for future research and for policy-makers.

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Section: The Impact Of Csr On Aoc Mediated By Organizational Trustmentioning

confidence: 98%

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Farooq

Cheffi

2019

Sustainability

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“…Our study confirms that applying development strategies for all employees implies better results in service performance. In fact, if an inclusion strategy is generated in talent management, the impact on employee commitment is clear [ 54 ]. Alternatively, it may be possible to establish an integrated model of inclusion and exclusion in public administration [ 15 ].…”

Section: Discussionmentioning

confidence: 99%

“…As previously mentioned, TM in public sector organizations tends to embrace inclusion policies. Previous studies relate this inclusion to commitment in the organization [ 52 , 53 , 54 , 55 , 56 , 57 , 58 , 59 , 60 ].…”

Section: Methodsmentioning

confidence: 99%

“…Organizational commitment has been widely studied and related to organizational performance and effectiveness [ 54 ], although studies on organizational commitment and its influence on the organization are contradictory if we consider the differences between employees working in public and private organizations [ 63 ]. Affective organizational commitment has been related to customer performance, that is, employee performance that meets the expectations of the citizen in public organizations [ 64 , 65 ].…”

Section: Methodsmentioning

confidence: 99%

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Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Luna‐Arocas

Lara²

2020

IJERPH

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Talent management (TM) is a fundamental issue for both private and public sector companies. This study analyzes the impact of TM on service performance (SP) and the mediating role of affective organizational commitment (AOC). We analyze a sample of 104 local government employees with three measures of TM, AOC and SP. The mediation hypothesis of AOC was also raised in the study using Baron and Kenny’s methodology and Hayes PROCESS. The results reveal how AOC is a total mediating variable in the causal relationship TM → SP. This study is cross-sectional. Common-method bias is controlled in the study. The results involves a concern for improving services through the professionals who provide them, which in turn entails managing people in a way that is different, more flexible, less bureaucratic, and more client- or citizen-oriented. Given the scant research exploring the role of talent management in public services, this article offers valuable insights for scientific literature and practitioners in the public administration.

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“…Research has demonstrated that military service cultivates a strong propensity toward inherent trust in organizational leaders (Haynie, 2016). Employer actions supporting inclusion have the capacity to build on that trust, leading to increased employee engagement and organizational commitment (Downey et al, 2015; Liggans et al, 2019). Prior to ELMS, both employer and employee have established an implicit psychological contract regarding how each will behave if ELMS occurs.…”

Section: Literature Reviewmentioning

confidence: 99%

Human Resource Development Before, During, and After Military Leave

Sweet

Black

2021

Advances in Developing Human Resources

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The Problem Many organizations are ill-equipped to mitigate the talent management challenges associated with extended leave for military reservists. Today, reservists take more long-term leave from civilian employment than at any point in modern history, due to more frequent and longer periods of active service resulting from persistent conflict. Yet, there is a lack of research on managing the dual careers of military reservists, and limited guidance is available for human resource development (HRD) professionals. The Solution We propose that opportunity exists in the effective career management of reservists, who receive extensive military training. This article draws on inclusivity research to provide a model for managing the HRD aspects of extended military leave. Rather than focusing on the compliance aspects of military leave, we believe organizations can increase the performance, commitment, and career progression of reservists to better capitalize on the skills and competencies gained through military service. The Stakeholders This article offers practitioners of HRD and HRM insights into building inclusive organizations for military reservists. Implications may also be of interest to scholars of military psychology, military reservists, and military-connected employees.

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Military Veterans in Federal Agencies: Organizational Inclusion, Human Resource Practices, and Trust in Leadership as Predictors of Organizational Commitment

Cited by 17 publications

References 53 publications

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Human Resource Development Before, During, and After Military Leave

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