Psychological Contract Fulfillment and Attitude towards Organizational Change: A Mediation and Moderation Analysis of Affective Commitment and Empowering Leadership

Abstract

Purpose: The underlying factors connecting psychological contract fulfillment (PCF) to attitude towards organizational change (ATOC) have not received much attention in organizational behavior literature. Hence, this study examined the mediating role of affective commitment (AC) and the moderating role of empowering leadership (EL) in the relationship between PCF and ATOC among employees in private organizations. Design/Methodology: This is a quantitative cross-sectional survey. Systematic sampling was utilized for collecting data from employees in private organizations in Delta State, Nigeria, via standardized self-report measures. The sample consisted of 224 employees with a mean age of 28.56 and a standard deviation of 6.41. Regression analysis (Model 1 and 4 of Hayes PROCESS Macro) was used for testing the hypotheses through IBM SPSS version 26. Findings: The results showed that PCF and AC were positive and significant predictors of ATOC. The results also revealed a significant mediating effect of AC and a moderating effect of EL in the relationship between PCF and ATOC. Practical Implications: Human resources management (HRM) in private organizations should promote practices that enhance employees' attachment to the organization. Also, top managerial staff should be encouraged to practice empowering leadership because it promotes positive workplace behaviors. Originality/Value: The present study enhances and brings new critical knowledge regarding the mediating role of AC and the moderating role of EL in the relationship between PCF and ATOC.

Workplace Well-Being in Manufacturing Organizations in Nigeria: Do Employee Green Behavior, Core Self-Evaluations and Empowering Leadership Matter?

“…Through the behaviors of empowering leaders (e.g., enhancing work meaningfulness, providing autonomy, and ensuring participation in decision-making), employees can easily adapt to the work environment as a result of these experiences. 34,40 A positive psychological state is a necessity for the experience of well-being at work. An employee in a positive psychological state shows optimism and resilience, which in turn translate to well-being at work.…”

Relationship between Perceived Employability and Sabotage Behavior: Moderating Roles of Perceived Organizational Support and Procedural Justice

“…These empirical findings are also reinforced by the social exchange theory (Blau, 1964), where employees are motivated to return organizational support through positive work behaviors. Edosomwan et al (2020) found that investing in workers' employability can promote a positive attitude in the organization if it is adequately done through the social exchange process. Based on the empirical literature and theoretical support discussed above, it is hypothesized that: H2: Perceived organizational support will moderate the relationship between perceived employability and sabotage behavior such that the relationship will be stronger among workers with low perceived organizational support.…”

“…Through adequate social exchange relationships, organizations can invest in employability through extensive programs and training that promote employability skills because the organization stands to gain from employees who can carry out their job effectively. Investing in employability can positively affect the organization if conducted through the social exchange process (Akkermans et al, 2019;Edosomwan et al, 2020). Hence, investing in employability can provide a sense of obligation on the part of the employee towards the organization.…”

Impact of Perceived Organizational Support on Constructive Deviance among Frontline Employees in Commercial Banks: Do Organizational Identification and Psychological Safety Matter?

“…Several antecedents of constructive deviance have been explored, some of which include work-family enrichment (Khan & Rehman, 2019), empowering leadership (Mertens & Recker, 2020), organizational justice, and psychological contract breach (Cohen & Ehrlich, 2019;Gong et al, 2021), group citizenship behavior, and environmental dynamism (Liu et al, 2020), workplace spirituality (Garg & Saxena, 2020), and Knowledge sharing system (Malik & Malik, 2021). Recent reports suggest that perceived organizational support (POS) and other exchange variables, such as psychological contract fulfillment and organizational justice, are linked to behaviors that benefit the organization (e.g., Afsar & Badir, 2016;Cohen & Ehrlich, 2019;Edosomwan & Nwanzu, 2021;Kura et al, 2016). Consequently, this study utilizes POS as a predictor variable.…”