Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

Conway, Edel

doi:10.1080/13594320444000155

Cited by 91 publications

(109 citation statements)

References 69 publications

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“…In this case, individuals stay in the organization because they believe it is the ''right'' and ''moral thing to do'' (Allen and Meyer, 1990;p. 3).Therefore, the employee remains in the organization because he/she ought to (Conway, 2004).…”

Section: Organizational Commitmentmentioning

confidence: 92%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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Various aspects of the relationship between ethical climate types and organizational commitment have been examined, although a relationship with the concept of bullying, which may be very detrimental to an organization, has not attracted significant attention. This study contributes to the existing research by taking the effects of bullying behaviour into consideration. The aim of this study is to explore the effects of bullying behaviour upon the relationship between ethical climate types and organizational commitment. It will be noted that work-related bullying behaviour significantly mediated the relationship between instrumentality climate and two of the dimensions of organizational commitment. Significant relationships between ethical climate dimensions and organizational commitment can also be detected. By emphasizing a required ethical climate dimension for organizations this study therefore presents in outline a partial strategy to reduce bullying behaviour and to increase organizational commitment.

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Section: Organizational Commitmentmentioning

confidence: 92%

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

2008

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“…Logically, although life/career stages are not inevitable, aging is salient in human resource management, and organizational settings generally (Conway 2004). Not surprisingly, there is evidence of maturation, not only in years, but also in attitude (Wille et al 2014), with aging workers in organizational settings.…”

Section: Individual Contextmentioning

confidence: 99%

The importance of context when applying social cognitive theory in organizations

McCormick¹,

Alavi²,

Hanham³

2015

Handbook of Research on Management Ideas and Panaceas

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It is argued that whilst Social Cognitive Theory has universal application in work organizations, and human functioning generally, it should not be applied without taking account of the work context. Three broad contextual categories, conceptually distinct from general organizational contexts, are canvassed: individual, team and cultural. Specific sub-contexts are discussed, not with the view of providing an exhaustive typology, but rather to provide some examples from the very large number of contextual factors that could have been selected. It is concluded that investigation of contextual differences is likely to be a fruitful pursuit for future research into the application of Social Cognitive Theory in organizations.

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“…Research suggests that age and tenure are positively associated with the development of both affective and continuance commitment Meyer, 1993, Hackett et al, 1994). Conway (2004) proposes that HR practices aimed at increasing employee commitment should differ depending on the career stage of the employee. It must be acknowledged however that commitment by employees is a complex matter and not easily prescribed for.…”

Section: Flexible Working and Organisational Commitmentmentioning

confidence: 99%

International Journal of Business and Management, Vol. 3, No. 9, September 2008

IJBM¹

2009

IJBM

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Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

Cited by 91 publications

References 69 publications

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

The Effects of Ethical Climates on Bullying Behaviour in the Workplace

The importance of context when applying social cognitive theory in organizations

International Journal of Business and Management, Vol. 3, No. 9, September 2008

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