Online from: 1986
Subject Area: Human Resource Management
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||Linking affective commitment to supervisor to work outcomes|
|Author(s):||Aamir Ali Chughtai, (Dublin City University Business School, Dublin, Ireland)|
|Citation:||Aamir Ali Chughtai, (2013) "Linking affective commitment to supervisor to work outcomes", Journal of Managerial Psychology, Vol. 28 Iss: 6, pp.606 - 627|
|Keywords:||Affective commitment to the supervisor, Employees attitudes, Error reporting, Feedback seeking, Individual behaviour, Innovative work behaviour, Interpersonal relations, Work engagement|
|Article type:||Research paper|
|DOI:||10.1108/JMP-09-2011-0050 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The author wishes to thank the editor, Dr Dianna Stone, associate editor, Professor Michael Morley and the two anonymous reviewers for their valuable comments on this paper.|
Purpose – The purpose of this paper is to explore the relationship between affective commitment to the supervisor and three work outcomes: innovative work behaviour and two types of learning behaviours, namely, feedback seeking for self-improvement and error reporting. Additionally, it seeks to examine the mediating role of work engagement in these relationships.
Design/methodology/approach – In total, 192 research scientists from six science research centres in Ireland completed self-reported questionnaires. Structural equation modelling was used to test the research hypotheses.
Findings – Results indicated that as hypothesised, work engagement fully mediated the link between affective commitment to the supervisor and the three employee outcomes included in this study.
Research limitations/implications – The cross sectional design of this study does not permit causal inferences. Additionally, all data were self-reported and therefore common method variance may be an issue. Despite these limitations, the results suggest that affective commitment to the supervisor is likely to enhance employees' work engagement, innovativeness and learning. These findings imply that building employees' commitment to their supervisors can be a potent strategy for increasing individual and organizational effectiveness.
Originality/value – This is the first study which has linked supervisory commitment to innovative work behaviour, feedback seeking and error reporting. Furthermore, it highlights one potential mechanism in the form of work engagement through which supervisory commitment relates to these work outcomes.
Existing customers: login
to access this document
To purchase this item please login or register.
Complete and print this form to request this document from your librarian