Relationship CSR and employee commitment: Mediating effects of internal motivation and trust

This research presents a new perspective of social exchange to explain the employee responses to corporate social responsibility (CSR) activities of their organizations. In particular, the current study aims to explore the social exchange based mediation mechanism between CSR actions and employee turnover intentions. Considering this theory, we propose that organizational trust is the primary outcome of CSR, which in turn influences the affective organizational commitment (AOC) and reduces the turnover intentions (TOI) of employees. Moreover, we posit that different types of CSR actions have different effects on employees due to their relative importance. To test the suggested research model, we analyzed the data collected on 304 employees working in the Star hotel in South Asia. Results of the study demonstrate the organizational trust to be a mediator between CSR and AOC and that CSR negatively impacts the turnover intentions of employees through the mediation of trust and AOC. Moreover, the results show the relevance of examining the disaggregated effects of different types of CSR actions on employees’ turnover intention. The study concludes with implications for future research and for policy-makers.

https://www.mdpi.com/2071-1050/11/9/2646/pdf

How Do Employees Respond to the CSR Initiatives of their Organizations: Empirical Evidence from Developing Countries

Talent management (TM) is a fundamental issue for both private and public sector companies. This study analyzes the impact of TM on service performance (SP) and the mediating role of affective organizational commitment (AOC). We analyze a sample of 104 local government employees with three measures of TM, AOC and SP. The mediation hypothesis of AOC was also raised in the study using Baron and Kenny's methodology and Hayes PROCESS. The results reveal how AOC is a total mediating variable in the causal relationship TM → SP. This study is cross-sectional. Common-method bias is controlled in the study. The results involves a concern for improving services through the professionals who provide them, which in turn entails managing people in a way that is different, more flexible, less bureaucratic, and more client- or citizen-oriented. Given the scant research exploring the role of talent management in public services, this article offers valuable insights for scientific literature and practitioners in the public administration.

Talent Management, Affective Organizational Commitment and Service Performance in Local Government

Organizational justice, diversity, and inclusion are central tenets of social equity in public organizations. This study explores the effects of diversity management and inclusive leadership practices on employees’ perceptions of organizational justice. Drawing from FedScope and the 2019 Federal Employee Viewpoint Survey, we find that an increase in the number of women and Black, Indigenous and other People of Color (BIPOC) is not sufficient to improve employees’ perceptions towards organizational justice; rather, as workforce diversity increases, the perception of organizational justice decreases when the relationship is moderated by an active form of diversity management, such as an organization's policies and programs to promote heterogeneous workgroups. The results suggest that as workplace diversity increases, inclusive leadership practices positively influence organizational justice. The findings also indicate that the impact of diversity and inclusion on employees’ perceptions of organizational justice differs by gender and race. 

Beyond a Numbers Game? Impact of Diversity and Inclusion on the Perception of Organizational Justice

Book Review: Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, (2004) Gary Yukl and Richard Lespinger, John Wiley and Sons, 288 p. Frances Chandler Brock University September 2006 Abstract Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices is the kind of book that individuals from all sectors can easily read, appreciate, and incorporate into their work lives. Co-authored by Dr. Gary Yukl and Richard Lepsinger, this book assumes both an academic and pragmatic approach to leadership. Written during a time that will be remembered for its emphasis on fiscal restraint, changing private and public sector rules, regulations and policies, its premise is that good leaders are expert at scanning their environment and knowing when to make adjustments. These individuals employ techniques that are not instilled but learned and allow them to know when they should lead or manage. They know how to build relationships that yield mutually positive results by nurturing leadership competencies at all levels within and outside their particular organizations. These leaders are found not only within the ranks of private business but also university administrators, researchers, and government policymakers, and are pivotal to ensuring the success of any enterprise. University administrators know that each participant in the research cycle has a pivotal role to play in the success or failure of a project. I know this too. As a Program Officer who dispensed funds, a Research Coordinator who spent funds, and now a mediator between the two as Associate Director of an Office of Research Services, I am aware that each person has a unique opportunity to diminish or enhance cutting edge research. I also know that questionable leadership exhibited by any of these players can be as damaging to a project as questionable science. Yukl and Lepsinger (2004) make this point clear in their book, Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices. They suggest that leaders from all levels are pivotal to individual and organizational performance. As part of a complex system of interactions occurring over time, they must balance competing demands while assessing the impact that each decision has on those individuals with whom they interact. Rather than seeing themselves as arbitrators of rules and regulations, Yukl and Lepsinger believe that excellent leaders know when to follow, collaborate, alter course, or concede. They discuss their views by organizing their book into three major sections, each relating to their model of flexible leadership. Comprised of a total of 12 chapters, this book begins with The Nature of Effective Leadership. As an introduction, this chapter describes various types of leaders and the myths associated with each. It lays the foundation for the remainder of the text by providing a brief overview of their model including a diagram consisting of four concentric circles radiating from a small inner core. This inner circle, organizational effectiveness, is surrounded by another that is divided into three pieces, application and innovation, efficiency and reliability, and human resources and relations. The third circle is sliced into six and each relates to a particular leadership behavior or system that impacts on an organization. The outer ring entitled situational factors, is not subdivided and is placed there to signify the importance the authors attribute to the role that context or environment plays on any organization. The ensuing 10 chapters are divided into four sections. The first section relates to the circles depicted in their model. These circles represent challenges associated with improving organizational efficiency and the types of leadership behaviors and management systems that can negatively or positively affect this efficiency. Section II is focused on the importance of assessing the external environment then making adjustments to invoke changes so as to maximize benefits or minimize challenges imposed by the environment within which the business exists. …

Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices

Military veterans comprise a significant demographic that is adding to the diversity of the U.S. federal workforce. Using data from the 2015 Federal Employee Viewpoint Survey, this study examined t...

Military Veterans in Federal Agencies: Organizational Inclusion, Human Resource Practices, and Trust in Leadership as Predictors of Organizational Commitment:

Parts of the Mississippi Delta region have been known for a number of very serious problems, including poverty, illiteracy, race relations, public health, and declining economy issues. An approach to combat its social and economic ills is to develop leadership competencies through a community leadership development initiative. The purposes of this study were to assess the extent to which leadership skills were developed in the Mid-South Delta Leaders (MSDL) program participants as compared to non-participants and to determine the specific impacts of the program on its participants. The study used a mixed methodology to assess the effect of the program on the development of a number of leadership competencies. The quantitative part used a posttest-only design with non-equivalent groups. The Leadership Practices Inventory (LPI-self) instrument was used to measure the leadership actions and behaviors. Data were analyzed with MANCOVA test to examine the effectiveness of the community leadership development initiative. Results suggested that the participation in the MSDL program significantly influences the leadership competencies with an F = 2.554, p < 0.05. The qualitative part was to explore using a follow-on open ended question: what specific impacts or changes did the MSDL program have on you? The results identified ten themes of impact. These themes of change range from better understanding of cultural and diversity differences, better networking and collaborative opportunities, promotions and better jobs, and better understanding how leadership makes an impact on community change.

Key words: community development, community leadership development initiative, leadership competencies, leadership practice inventory

/pdf/developing-leadership-competencies-to-promote-the-community-2qj165h5ju.pdf

Developing Leadership Competencies to Promote the Community Development of the Mississippi Delta Region

National attention and resources are being brought to the issue of supporting the economic success of America’s military veterans. Deemed an essential part of the transition and reintegration of military veterans, employment remains a major area of focus. As such, various initiatives and hiring preferences in public and private organizations have reduced the obstacles to employment for those transitioning from the military to the civilian workplace. This is particularly the case in United States Federal agencies where military veterans comprise an increasingly significant demographic that is adding to the diversity of the workforce. These military veterans bring a unique set of values, life experiences, and perspectives with them to the civilian workforce that often differ from those of non-military veterans. In 2012, Federal agencies hired the highest number of military veterans in more than 20 years. Currently, this demographic makes up almost 28% of the Federal workforce. These increases coincide with agency efforts to move from a sole focus on diversity towards a focus on diversity and inclusion; an effort designed to move away from simply ensuring proportional representation from various groups towards integrating the diverse perspectives of various demographic groups into the organization. This article provides a theoretical context for better understanding the perceptions and attitudes of veterans and how perceptions of agency diversity and inclusion efforts may differ between military veterans and non-veterans.

Diversity and inclusion efforts in Federal agencies: a context for exploring perceptions of military veterans

COPYRIGHT © 2023 Aragon and Clark. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. Editorial: Use of behavioral metrics and measures in government

/pdf/editorial-use-of-behavioral-metrics-and-measures-in-15p9fo5z.pdf

Editorial: Use of behavioral metrics and measures in government

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Military Veterans in Federal Agencies: Organizational Inclusion, Human Resource Practices, and Trust in Leadership as Predictors of Organizational Commitment:

Developing Leadership Competencies to Promote the Community Development of the Mississippi Delta Region

Diversity and inclusion efforts in Federal agencies: a context for exploring perceptions of military veterans

Editorial: Use of behavioral metrics and measures in government