The Influence of Motivation, Empowerment, on Organizational Commitment: Role of LMX as a Mediator

Author(s)

Othman hussein al-Bataineh , Dr. Rashidah Mohammad Ibrahim ,

Download Full PDF Pages: 6-11 | Views: 1089 | Downloads: 242 | DOI: 10.5281/zenodo.3446062

Volume 7 - April 2018 (04)

Abstract

The objective of this paper is to determine the relationship between motivated, empowerment and organizational commitment, through existing LMX as mediating among employees in Jordanian municipalities. The findings show that there is a positive association between antecedent behavioral and organizational commitment. In conclusion, municipalities should consider in enhancing motivated, empowerment and organizational culture to boost the level of their employees’ commitment.

Keywords

Motivation, Empowerment,  Organizational Commitment, LMX, municipalities 

References

i.        Anitha and F. Begum (2016). "Role of organisational culture and employee commitment in employee retention." ASBM Journal of Management 9(1): 17.

ii.      Armstrong, M. (2016). How to manage people, Kogan Page Publishers.

iii.    Basu, R. and S. Green (1997). "Leadermember exchange and transformational leadership: an empirical examination of innovative behaviors in leadermember dyads." Journal of Applied Social Psychology 27(6): 477-499.

iv.     Blau, G. and K. Boal (1987). "Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism." Academy of management review: 288-300.

v.       Dansereau, F., et al. (1975). "A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process." Organizational behavior and human performance 13(1): 46-78.

vi.     Duchon, D., et al. (1986). "Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences." Journal of applied psychology 71(1): 56.

vii.   Eisenberger, M., et al. (1986). "Carboplatin (NSC-241-240): an active platinum analog for the treatment of squamous-cell carcinoma of the head and neck." Journal of Clinical Oncology 4(10): 1506-1509.

viii. Gerstner, C. and D. Day (1997). Meta-Analytic review of leader–member exchange theory: Correlates and construct issues, American Psychological Association.

ix.     Han, S. H., et al. (2016). "Transformational leadership and knowledge sharing: Mediating roles of employee’s empowerment, commitment, and citizenship behaviors." Journal of Workplace Learning 28(3): 130-149.

x.       Harris, K., et al. (2009). "Leader–member exchange and empowerment: Direct and interactive effects on job satisfaction, turnover intentions, and performance." The leadership quarterly 20(3): 371-382.

xi.     Hartnell, C., et al. (2016). "Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions." Journal of applied psychology 101(6): 846.

xii.   Hashim, N. H. and F. P. P. dan Perakaunan (2016). The Impact of Leader-member Exchange on Organizational Citizenship Behaviour Readiness Among Local Government Employees in Southern Region of Malaysia. AND TOURISM RESEARCH CONFERENCE 20-22 APRIL 2016.

xiii. Ibrahim, R. M. (2014). "The Link Between Leader-Member Exchange, Organizational Citizenship Behavior and Job Satisfaction: A Case Study on Local Government." International Journal of Academic Research in Business and Social Sciences 4(5): 313.

xiv. Khanjari (2017). "INVESTIGATING THE RELATIONSHIP BETWEEN SOCIAL RESPONSIBILITY AND IMPROVING ORGANIZATIONAL COMMITMENT IN EMPLOYEES OF TEHRAN GHAVAMIN BANK WITH RESPECT TO THE MEDIATING ROLE OF PSYCHOLOGICAL EMPOWERMENT." Journal of Fundamental and Applied Sciences 9(1S): 96-121.

xv.   Kim, H., et al. (2016). "Career commitment as a mediator between organization-related variables and motivation for training and turnover intentions." Journal of Career Development 43(2): 130-144.

xvi. Kurtessis, J., et al. (2017). "Perceived organizational support: A meta-analytic evaluation of organizational support theory." Journal of Management 43(6): 1854-1884.Laschinger, H. K., et al. (2016). "23. Employee empowerment and organizational commitment." Handbook of Employee Commitment: 319.

xvii.                       Liao, C., et al. (2017). "Idiosyncratic deals and individual effectiveness: The moderating role of leader-member exchange differentiation." The leadership quarterly 28(3): 438-450.

xviii.                     Liden, R., et al. (2000). "An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes." Journal of applied psychology 85(3): 407.

xix. Masouleh, Z. D. and M. S. Allahyari (2017). "The predictability of organisational culture for commitment among faculty members: evidence from Iran higher education." International Journal of Management in Education 11(1): 94-109.

xx.   Mathieu, J. and D. Zajac (1990). "A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment." Psychological bulletin 108(2): 171.

xxi. Meyer, J. and N. Allen (1997). Commitment in the workplace: Theory, research, and application, Sage.

xxii.                       Meyer, J. and N. Allen (2004). "TCM employee commitment survey academic users guide 2004." London, Ontario, Canada: The University of Western Ontario, Department of Psychology.

xxiii.                     Meyer, J. and L. Herscovitch (2001). "Commitment in the workplace: Toward a general model." Human resource management review 11(3): 299-326.

xxiv.                      Mustafa, G., et al. (2016). "Do the Employees’ Job Satisfaction interferes organizational Culture and Affective Commitment Relationship: Test of Bootstrap Meditation." J. Appl. Environ. Biol. Sci 6(5): 125-133.

xxv.                        Naidu, S. and A. Chand (2014). "A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga." Personnel Review 43(5): 798-815.

xxvi.                      Neubert, M., et al. (2016). "A servant leader and their stakeholders: When does organizational structure enhance a leader's influence?" The leadership quarterly 27(6): 896-910.

xxvii.                    Potipiroon, W. and M. Ford (2017). "Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership." Public Personnel Management 46(3): 211-238.

xxviii.                  Qu, R., et al. (2017). "Leader–member exchange and follower creativity: the moderating roles of leader and follower expectations for creativity." The International Journal of Human Resource Management 28(4): 603-626.

xxix.                      Riggs, B. (2016). A multi-level, cross-level examination of leader and team member outcomes of leader-leader exchange differentiation, Purdue University.

xxx.                        Schaubroeck, J., et al. (2017). "A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes." Journal of applied psychology 102(2): 203.

xxxi.                      Seibert, S., et al. (2004). "Taking empowerment to the next level: A multiple-level model of empowerment, performance, and satisfaction." Academy of Management journal 47(3): 332-349.

xxxii.                    Thomas, K. and B. Velthouse (1990). "Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation." Academy of management review 15(4): 666-681.

xxxiii.                  van der Voet, J., et al. (2017). "What’s in it for others? The relationship between prosocial motivation and commitment to change among youth care professionals." Public Management Review 19(4): 443-462.

xxxiv.                  Yahaya, R. and F. Ebrahim (2016). "Leadership styles and organizational commitment: literature review." Journal of Management Development 35(2): 190-216.

xxxv.                    Yokel, R., et al. (1994). "Studies of aluminum neurobehavioral toxicity in the intact mammal." Cellular and molecular neurobiology 14(6): 791-808.

xxxvi.                  Yukl, G. (1989). "Managerial leadership: A review of theory and research." Journal of Management 15(2): 251-289.

Cite this Article: