Examining how respectful engagement affects task performance and affective organizational commitment

Ameer A. Basit

41 citations0/0 files storedPersonnel Review

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Cyberloafing and Workplace Behavior

Abstract

Purpose The purpose of this paper is to advance research on the newly developed construct of respectful engagement (RE) (Carmeli et al., 2015), which focuses on positive interrelating behaviors characterized by respect in the organizational context. Further, this study aims to examine whether RE was associated with task performance and affective organizational commitment, and whether employee job engagement mediated these relationships. Design/methodology/approach Using the self-reported measures and online survey method, data were collected from 185 employees working in one of the world’s largest hosiery firms located in the eastern part of Punjab, Pakistan. Structural equation modeling and multiple regressions were used to test the proposed conceptual model. Findings RE had significant positive effects on task performance and affective commitment. The effect of RE on affective commitment was stronger than it was on task performance. Moreover, job engagement significantly mediated the effects of RE on task performance and affective commitment. Research limitations/implications This study provides empirical evidence that RE enhances job engagement of employees by improving their levels of effort, enthusiasm and pride and concentration in work roles. Consequently, the enhanced level of job engagement leads employees to demonstrate better task performance and increased affective commitment with the organization. Practical implications Managers can institutionalize RE by applying strategies suggested by (Dutton, 2003) that focus on conveying presence, being genuine, communicating affirmation, effective listening and supportive communication. Training programs around these strategies can help managers to achieve this goal. Furthermore, in their day-to-day performance discussions, managers should follow the above strategies that could open further avenues for RE at the workplace. Managers can also allocate some weight to employees’ RE as part of their performance appraisals. The use of rewards would encourage employees to adopt RE as a norm desired by the organization. Originality/value This study extends research on the new developed construct of RE by focusing on task performance and affective commitment as its key outcomes. Furthermore, this study is the first to introduce job engagement as mediator in the relationship of RE with task performance and affective commitment. Another important aspect of this study is that its model has been tested on the data collected from Pakistan, which is an underrepresented geographical region in the management literature.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 41 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1992A power primer.1989Conservation of resources: A new attempt at conceptualizing stress.2001The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions.2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 2004The Social Identity Theory of Intergroup Behavior 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.

Cited by

2022Impact of perceived organisational justice, support and identity on workplace behaviour through job attitudes: verification in the role of LOC 2022Predicting positive and negative behaviors at the workplace: Insights from multi‐faceted perceptions and attitudes 2021The Relationship Between K-Workers’ Leader–Member Exchange, Organizational Citizenship Behavior and Task Performance—Evidence From Chinese Hospitals 2020Structural empowerment and organisational performance: the mediating role of employees’ well-being in Spanish local governments

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.