This study shows how the employees’ perceptions of the ethical responsibilities of their companies predict their organizational citizenship behaviors, both directly and through the mediating role of psychological capital and affective organizational commitment. One hundred and forty eight employees working in ten organizations operating in Portugal reported their perceptions of ethical responsibilities, their psychological capital, and their affective organizational commitment. Their organizational citizenship behaviors were reported by their supervisors. The results show full mediation effects, suggesting that the employees’ perceptions about the companies’ ethical responsibilities predict organizational citizenship behaviors through the mediating role of psychological capital and affective commitment. In short: (a) employees develop higher psychological capital and affective commitment when they perceive that their companies behave ethically; (b) as a consequence, employees adopt more organizational citizenship behaviors.

Through a convenience sample of 260 employees, the study shows how employees’ perceptions about corporate citizenship (CC) predict their affective commitment. The study was carried out in Portugal, a high in-group and low societal collectivistic culture. Maignan et al.’s (1999, Journal of the Academy of Marketing Science27(4), 455–469) construct, including economic, legal, ethical, and discretionary responsibilities was used. The main findings are: (a) contrary to what has been presumed in the literature, the discretionary dimension includes two factors: CC toward employees and toward community; (b) perceptions of CC explain 35% of unique variance of affective commitment; (c) the best predictors are perceptions of economic and legal CC and, mainly, perceptions of discretionary CC toward employees; (d) the perceptions of discretionary CC toward employees are significantly better predictors of affective commitment than are perceptions of economic, ethical, and discretionary CC toward the community; (e) perceived inconsistency of the several CC dimensions is detrimental to employees’ affective commitment. The study questions the four-dimensional model of the CC construct as operationalized by Maignan et al., suggests that culture should be included as a moderating variable in future research, and stresses that affective commitment may decrease when employees perceive that their organizations act upon the several areas of CC inconsistently.

This study explores the relationship between responsible leadership, affective commitment, and turnover intention in the Portuguese restaurant sector, analysing how employees' perceptions of responsible leadership affect their intention to leave the organization, with affective commitment as a mediating variable. Given the current labour shortage crisis in the restaurant sector, along with the lack of research on this leadership style in the hospitality industry in general, the interest and justification for this research arose. The study, with a sample of 103 full-time workers from restaurant establishments (Restaurants/Bars/Pubs/Cafés/Catering Services) in Portugal, used a questionnaire to measure perceptions of responsible leadership, affective commitment, and turnover intention. The data obtained were analysed and compared using IBM SPSS Statistics 29 to assess descriptive statistics and correlation analysis between constructs, and SmartPLS 4.1 with the PLS-SEM technique to test the structural model. The results show that the perception of responsible leadership has a positive impact on affective commitment, which in turn significantly reduces turnover intention. A partial mediation effect was verified, as responsible leadership also has a direct negative effect on turnover intention. These findings highlight the importance of responsible leadership practices in promoting employees' emotional engagement and reducing turnover in the sector, suggesting practical implications for managers and pointing to limitations and future research directions.

Purpose – The current study explores the role of social psychological factors on organizational commitment. It examined the relationships between organizational fairness, inclusion, diversity, sexism, psychological safety and affective commitment. Design/methodology/approach – The study adopted a cross-sectional survey method where data were collected from staff across six higher education institutions in the United Kingdom. A total of 416 responses were collected and the data were analyzed by employing independent sample t-tests to explore gender differences regarding organizational diversity, inclusion, fairness, sexism, psychological safety and affective commitment. The mediating role of psychological safety in the effects of organizational diversity, fairness, inclusion and sexism on staff’s commitment to the organization was evaluated through a series of simple mediation models. Finally, the mediated effect of organizational social psychological factors on affective commitment through psychological safety, moderated by gender was tested. Findings – As hypothesized, men had higher perceptions of organizational inclusion and diversity and viewed their organization as less sexist. Psychological safety mediated the positive effects of organizational diversity, fairness, inclusion and sexism on staff’s affective commitment to the organization. Organizational diversity and sexism played a bigger part in how women evaluate their organizational environment as safe to take risks and be themselves and consequently on how they commit to the organization. On the other hand, organizational fairness and inclusion seem more closely tied to men’s evaluation of their organization as safe to be themselves and consequently stronger commitment. Originality/value – The findings shed light on the underlying mechanisms that shape affective commitment, that can lead to more inclusive work environments and contribute to systemic change in the Higher Education context.

A crescente preocupação com as necessidades dos colaboradores tem levado as organizações a estabelecer novas práticas de forma a facilitar a retenção dos seus talentos. Neste sentido, a permanência de animais de estimação tem vindo a emergir no contexto laboral, estabelecendo uma nova realidade neste ambiente. Para além disso, a literatura sobre a liderança abusiva demonstra o seu poder significativo nos seus colaboradores, no qual o bem-estar psicológico, o compromisso afetivo e a intenção de saída não passam despercebidos. Assim sendo, o objetivo desta dissertação prende-se em compreender a relação entre a liderança abusiva, o bem-estar psicológico, o convívio com os animais de estimação, o compromisso afetivo e a intenção de saída. Para este efeito aplicamos um inquérito por questionário, no qual obtivemos uma amostra total de 282 respostas válidas. De acordo com os resultados, a liderança abusiva impacta negativamente o bem-estar psicológico e o compromisso afetivo, e positivamente a intenção de saída. O bem-estar psicológico influencia positivamente o compromisso afetivo e negativamente a intenção de saída. Para além disso, verificou-se que o compromisso afetivo exerce um efeito forte na intenção de saída. Por fim, contrariamente ao esperado, o papel moderador dos animais de estimação no local de trabalho não foi estabelecido.

Purpose – This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach – The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings – A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications – These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value – This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.

A presente investigação teve como objetivo estudar em que medida os fatores da liderança transacional e da liderança transformacional de Bass (1985) determinam o comprometimento organizacional, segundo o “Modelo das Três Componentes do Comprometimento Organizacional” (o comprometimento afetivo, normativo e calculativo) proposto por Meyer e Allen (1991) e tendo por base uma amostra de conveniência constituída por 296 colaboradores do Instituto Nacional de Emergência Médica, IP (INEM). Os modelos propostos foram estimados através da metodologia de Modelação de Equações Estruturais e as relações entre os fatores foram interpretadas à luz da literatura. Do ponto de vista da liderança, os resultados não permitiram validar o modelo de Bass (1985) sugerindo a unidimensionalidade do constructo. Verificou-se no entanto que as escalas mediam os constructos latentes e que as cinco dimensões da liderança (transacional e transformacional) estavam fortemente correlacionadas entre si. A Gestão por Exceção correlacionou-se negativamente com todas as outras escalas da liderança, nomeadamente com a Recompensa Contingencial contrariamente ao quadro teórico estabelecido por Bass (1985). No que diz respeito ao “Modelo das Três Componentes do Comprometimento Organizacional”, os resultados permitiram confirmar a estrutura tridimensional do comprometimento e atestar sobre a acuidade do instrumento a ele associado para a medição das três componentes (Meyer & Allen, 1997). No entanto, as relações entre as três componentes, previstas no quadro teórico e empírico, não foram verificadas pelo que não foi possível validar o modelo em causa. Foi observada uma relação significativa entre a componente normativa e a afetiva sugerindo um comprometimento do tipo dever moral (moral duty), assim como uma relação significativa entre as componentes normativa e calculativa, sugerindo que as relações de lealdade e de ética para com a organização assentam sobretudo numa relação transacional em que é ponderado o retorno decorrente dos investimentos pessoais na organização (conforme a teoria dos “side-bet”). Tais resultados levantaram (e deixaram em aberto para uma futura investigação) a questão da influência das variáveis contingenciais, nomeadamente os valores, a cultura, as condições sociodemográficas e as políticas de gestão dos recursos humanos, na formação do comprometimento organizacional. O modelo final que permitiu relacionar o comprometimento (tridimensional) e a liderança (unidimensional) foi obtido após sucessivos ajustamentos que possibilitou sustentar a hipótese de uma relação estrutural significativa e positiva entre a liderança e o comprometimento afetivo e normativo.

O presente trabalho pretende analisar a relação entre o compromisso organizacional afectivo e normativo com a cooperação em contexto organizacional, numa amostra de 150 colaboradores em três organizações distintas, a saber, sector automóvel, telecomunicações e indústria da madeira e cimento. O instrumento é composto pelo Questionário de Compromisso organizacional de Meyer e Allen (1997), adaptado à população Portuguesa por Nascimento, Lopes e Salgueiro (2008), pelo Questionário de Cooperação Desportiva de Almeida, Lameiras, Olmedilla, Ortega e Garcia-Mas, (2012), o qual foi linguisticamente adaptado ao contexto organizacional por Oliveira (2010), e por questões sociodemográficas. Os resultados obtidos confirmaram que existe uma relação positiva entre o compromisso normativo e os três tipos de cooperação. Demonstra-se ainda que ao nível das variáveis sociodemográficas os resultados mostraram que existe relação entre a cooperação incondicionada e a antiguidade na organização, nomeadamente quem trabalha há menos de um ano na organização o mesmo não aconteceu com o compromisso Normativo e Afectivo. ------ ABSTRACT ------ The present study aims to examine the relationship between affective and normative commitment to cooperation on organizational context, a sample of 150 employees in three separate organizations, Car industry, telecommunications and industrial wood and cement. The instrument consists of Organizational Commitment Questionnaire Meyer and Allen (1997), the Questionnaire of Sports Almeida, Lameiras, Olmedilla, Ortega e Garcia-Mas, (2012), which was linguistically adapted to the organizational context by Oliveira (2010), and sociodemographic questions. The results confirmed that there is a relationship between normative commitment and the three types of cooperation. It shows also that the level of sociodemographic variables the results showed that there is a relationship between the unconditional cooperation and seniority in the organization; the same did not happen with the Normative and Affective Commitment.

The main objective of this investigation was to study the effect of organizational competency development practices on turnover intentions and whether affective commitment explains this relationship. Another of the study’s objectives was to test whether these relationships vary according to the generation to which the participant belongs. The study sample consisted of 2123 participants working in Portuguese organizations. The results indicate that organizational competency development practices (training, individualized support, and functional rotation) negatively and significantly affect turnover intentions and that affective commitment mediates this relationship. However, these relationships vary according to the participant’s generation. For Generation Y and Generation X, this mediating effect is found in all dimensions of organizational competency development practices. For the baby boomer generation, there is only a mediating effect of affective commitment in the relationship between individualized support and turnover intentions. These results indicate that human resources should consider the generation to which the participant belongs when implementing competency development practices.