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Purpose: Although retention of employees has become hot topic in this career turbulent era, practically no empirical research is carried out in the fast growing ceramic sector till now and this research fills the gap in the literature. The literatures surveys reported that organization commitment is an important determinant of retention and work environment, supervisor support and training and development are the most relevant antecedents increasing commitment towards organization. This paper examines the impact of the above factors over organization commitment and explores the effects of organization commitment on retention, and verifies the mediating effect of organization commitment on the relationship between proposed factors and retention. Design/methodology/approach: A survey was completed by 416 employees working in five ceramic sanitary ware factories located at different places in India. Questionnaire consisting of items adopted from previous researches were used to collect data. The selection of respondents was based on the simple random sampling. Findings: Findings reveals that organization commitment influences retention and all the above factors enhances it. Moreover organization commitment partially mediates the relationship between proposed factors and retention. However multiple regression analysis indicated that training and development did not have any notable influence on retention. Research limitations/implications: This study was conducted in a particular country and also in a particular sector of manufacturing industry, which limits generalization. Possibility of bias towards their organization and assumption that respondents know about their organization are other limitations. Practical implications: This paper offers recommendations to HR (Human resource) managers that they should extend their support to work environment, supervisor support and training and development in order to generate better relationship with employees and to reduce their likelihood of leaving the company. Originality/value: This article makes significant contribution to most turnover prone Indian environment, highlighting the important factors to be given priority for employee’s retention.

There are rare studies that have attempted to explore the association among green human resource management (GHRM) and organizational commitment in the existing literature. Besides, the mediating role of green human capital has also garnered little attention in the literature. Hence, the present study intends to address the research gap by extending the ability-motivation-opportunity theory (AMO) to determine the indirect and direct impact of GHRM in the dairy companies which has so far neglected in Pakistan. A convenience sampling technique was deployed to obtain data from 287 respondents through self-administered survey. SmartPLS (3.2.9) software was used to analyze the structural and measurement model. The results demonstrate the direct effect of green recruitment and selection and green training and development on organizational commitment. Also, green human capital contributes an essential role in mediating the effects of green recruitment and selection, green training, and development on organization commitment. The present study suggests that GHRM practices play a crucial role in the deployment of an environmental policy aimed at promoting green practices in the workplace. The findings provide guidelines to policymakers and managers regarding GHRM to promote environmental culture and employee green behavior at the workplace.

There is a shift in organizational focus from purely economic and social activities towards spiritual development. This phenomenon places spirituality as part of the development of holistic human resources. This study examined workplace spirituality's role as a mediating variable in the spiritual relationship of leadership and organizational commitment. The survey was conducted on 200 employees in three public sector organizations in Bali Province, Indonesia. The data analysis used the Partial Least Square (PLS) approach. The results show that workplace spirituality can mediate the effect of spiritual leadership on organizational commitment. Theoretically, the findings imply that workplace spirituality is one of the factors considered in organizational theory. Practically, this finding provides insight into the leadership to pay attention to the employee's spiritual needs. The results have implications for policy-makers to support and develop spirituality practices in the workplace.

The employee’s innovative behavior plays an important role in the process of hotel operation. The purpose of this study was to examine the mechanisms by which hotel industry employees’ commitment affects innovative behavior, examining the mediating role of job involvement and the moderating role of superior-subordinate guanxi (SSG). The study collected 127 hotel supervisors’ questionnaires and 694 hotel employees’ questionnaires from Shandong Province. Results show that employees’ organizational and supervisor commitments would affect their innovative behavior, whereas job involvement plays as a mediating role. Moreover, SSG present a moderating effect onto employees’ job involvement and innovative behavior. Employees with high SSG show a better innovative behavior on low job involvement than those with low SSG on a high job involvement. Our research has enriched and expanded the study of innovative behavior and SSG, and is an important guide for managers in the hospitality industry. Plain Language Summary: Employees’ commitment and innovative behavior Purpose: The purpose of this study was to examine the mechanisms by which hotel industry employees’ commitment affects innovative behavior, examining the mediating role of job involvement and the moderating role of superior-subordinate guanxi (SSG). Methods: The study collected 127 hotel supervisors’ questionnaires and 694 hotel employees’ questionnaires from Shandong Province. Conclusions: Results show that employees’ organizational and supervisor commitments would affect their innovative behavior, whereas job involvement plays as a mediating role. Moreover, SSG present a moderating effect onto employees’ job involvement and innovative behavior. Employees with high SSG show a better innovative behavior on low job involvement than those with low SSG on a high job involvement. Implications: Our research has enriched and expanded the study of innovative behavior and SSG, and is an important guide for managers in the hospitality industry. Limitations: Our study is still essentially a correlational study and there is still a potential common method bias.

Background Previous studies have established a positive link between nurse managers’ caring leadership and nurses’ work engagement, but the processes and conditions through which this leadership style influences positive work behaviors remain largely unexplored. To address this gap and contribute to the existing body of knowledge, we developed a chain-mediated effects model to elucidate the impact of caring leadership on nurses’ work engagement and the underlying mechanisms. In this model, we identified professional mission and affective organizational commitment as the mediating variables, offering a novel perspective on the relationship between caring leadership and work engagement. Methods A robust multi-center and large-sample cross-sectional survey was conducted, involving 2502 first-line nurses from six general tertiary hospitals across the eastern, central, and western regions of China. The data collection instruments included a comprehensive questionnaire covering demographic information, the caring leadership scale, the Chinese calling scale, the affective organizational commitment scale, and the Utrecht work engagement scale. Data were meticulously screened and analyzed, employing descriptive analysis to summarize the demographic information, correlation analysis to test the relationship among the variables, stepwise regression analysis to explore the mediating role of calling and affective organization commitment, and the bootstrap method to test the chain mediating effect. This rigorous methodology not only ensures the reliability and validity of research findings but also instills confidence in the robustness of this research. Results The results indicated a positive relationship among caring leadership, calling, affective organizational commitment, and nurses’ work engagement ( p  < 0.001). Specifically, caring leadership was significantly associated with nurses’ calling ( β  = 0.55, p  < 0.001), affective organizational commitment ( β  = 0.21, p  < 0.001), and work engagement ( β  = 0.05, p  < 0.001). And the analysis further revealed that calling and affective organizational commitment mediate the process between caring leadership and work engagement(Effect: 0.17, 0.03, 0.05), with a relative effect size of 89.3% for the total indirect effect. These findings highlight the crucial role of these factors in enhancing nurses’ work engagement, providing valuable insights for healthcare leaders and policymakers. Conclusion Caring leadership positively predicts nurses’ work engagement and indirectly mediates calling and affective organizational commitment. The results of this study revealed that the mechanisms of caring leadership influence nurses’ work engagement, which provides a new approach to strengthening nurses’ work engagement and improving patient healthcare outcomes and organizational performance. Healthcare organizations face continuous challenges; this study embodies the significance of caring leadership in improving nurses’ work experience and increasing their work engagement. Nursing managers should enhance their knowledge of caring leadership and receive caring leadership training, thus actively improving their leadership behaviors in nurse management, enhancing leadership effectiveness, and creating more possibilities for developing healthcare organizations.

Modern organizations operate not only through formal structures but also through informal networks, which play a critical role in fostering a resilient organization. This study focused on informal advice networks within organizations as a key mechanism for strengthening contextual resilience, one of the core components of organizational resilience. By analyzing the activation of informal advice networks, this study conceptualized advice-seeking networks as a critical informal system that enhances contextual resilience and examined the individual, structural, and attitudinal factors influencing their formation. Specifically, we hypothesized that employees with higher levels of Machiavellianism are more likely to engage in advice-seeking behaviors, whereas the relationship between Machiavellianism and advice-seeking behaviors is moderated by betweenness centrality and organizational commitment, such that the positive effect of Machiavellianism on advice-seeking is weaker when betweenness centrality or organizational commitment is high. To empirically test these hypotheses, we conducted a network survey of employees at the headquarters of a life insurance company in Seoul, South Korea, and analyzed the data using an Exponential Random Graph Model (ERGM). The findings provide empirical support for all hypotheses. Based on these results, we discussed the theoretical contributions and practical implications of the study, along with its limitations.

Objective The purpose of the study on the one hand is to see different hospital organization commitment have difference, including the overall score and various dimensions, on the other hand, due to the different hospital type, its function orientation is different, the factors of the doctor organization commitment may also exist differences, so the study of another purpose is to determine for different types of hospital doctor organization commitment the focus and key groups, provide reference for the doctor incentive strategy. Methods A total of 292 doctors in four large public hospitals in Beijing were investigated. Physicians’ perceived organizational commitment was investigated using self-made electronic questionnaires. Data were analyzed by factor analysis, descriptive statistics, t-test, ANOVA, and multiple linear regression. Results In the large public hospital doctor perception of the hospital commitment status, Specialized hospitals had higher overall commitment behavior scores, it is 3.47 ± 0.86; General hospital commitment behavior scored low at 3.39 ± 0.91. In the regression results, department category, working years, administrative position, and entry mode are the influencing factors of the organizational commitment of doctors in general hospitals, while in specialized hospitals, in addition to whether to hold an administrative position, entry mode, and working hours, the influencing factors also include gender, professional title and overseas learning background. Conclusion There are differences in the perceived organizational commitment by doctors in different types of public hospitals, and different factors influencing their organizational commitment.Hospital type directly influences physicians’ organizational commitment and plays a moderating role in influencing other factors. A possible solution is general hospital specialization, encouraging general hospitals to develop the dominant discipline. These findings can help healthcare service hospital executives or government policymakers understand the impact of hospital specialization strategies and develop more efficient medical staff incentive systems.

Acceptance and commitment therapy (ACT), a form of cognitive-behavioral therapy, may help meet a need for accessible and cost-effective treatments for chronic pain. ACT has a growing evidence base, but has not yet been tested within general practice settings. The purpose of the present study was to examine the feasibility of conducting a full-scale randomized controlled trial of ACT in general practice. A total of 481 potential participants with chronic pain identified from general practice in southwest England were invited into a treatment trial. Subsequently, 102 (21.2%) of those invited were screened, and 73 (71.6%) of those screened were allocated to ACT plus usual care or usual care alone. The ACT treatment included four, four-hour group-based sessions over two weeks. Twenty-six (70.3%) of the patients allocated to ACT attended three or four sessions. Those who received ACT rated it as credible in a short survey, with Mdn rating 7.0 on a 0-10 scale, across five credibility items. During a post-treatment interview considering 12 aspects of the study from invitation to treatment termination, a median of 79.2% of participants rated the aspects 'acceptable.' Qualitative data from the interviews showed a mixed picture of patient experiences, revealing possible tensions between patients' wishes to avoid discomfort and confusion, and treatment methods that explicitly ask patients to, in essence, 'live with' some discomfort and confusion. These data suggest that further study of ACT, as a treatment for chronic pain, is feasible in general practice and it may be possible to further optimize the treatment experience.

PurposeUsing psychological contract theory as its foundation, the purpose of this paper is to examine the important, but under-explored, relationship between careerism and organizational attitudes among workers in India.Design/methodology/approachIn total, 250 middle-level executives, working in six manufacturing plants of motorbike companies located in Northern India, were surveyed.FindingsAs hypothesized, careerism was found to be negatively related to affective commitment, organization satisfaction and perceived organizational performance. Contrary to expectations, however, careerism was positively related to continuance and normative commitment.Research limitations/implicationsThe study is based on a cross-sectional survey. Also, because the motorbike industry is male dominated, all the executives surveyed are men.Practical implicationsDespite concerns that employees with more transactional relationships with their employers are no longer loyal to their organizations, this study demonstrates that Indian employees with a higher careerism also have higher levels of normative and continuance organizational commitment.Originality/valuePrior research has produced conflicting results as to whether employees with more careerist, transactional psychological contracts with their employers have more negative organizational attitudes. This study contributes to research on psychological contract theory and careerism in today’s turbulent career landscape while also answering calls to examine the generalizability of western theories of careers in non-western countries.

The purpose of this research is to answer problems regarding leadership contributions and organizational commitment to the work performance of school principals and high school teachers in Medan. Population In this study, there were 1417 principals and high school teachers in Medan City. Technique Sampling was carried out by purposive cluster sampling with a total of 303 samples. The research instrument uses a Likert scale. Research data is processed and analyzed through path analysis. The results of the research data analysis show that there is a contribution of leadership and organizational commitment of school principals and teachers to work performance with a path coefficient of 0.2481. Based on the results of data analysis obtained: (1) Leadership patterns and organizational commitments of the school principal and teacher contribute to increased work performance, through the existing presence of attention, guidance, exemplary, motivation, and inspiration. (2) The leadership pattern and commitment organization can contribute to job satisfaction that supports work performance, through work earnestness hard, working sincerely, working hard without expecting a reward, pride in work, and a sense of responsibility for the job (3) Leadership pattern and commitment of the organization contribute to work performance achievements which can be seen from responsibility, self-congruence, trust in the organization, and organizational loyalty. To improve the work performance of schools and teachers, an effective leadership pattern and optimal organizational commitment are needed.