O compromisso dos colaboradores é um constructo central e o atual contexto acresce interesse e pertinência ao tema. O compromisso organizacional corresponde ao sentimento de pertença e identificação com a empresa e considera-se que está positivamente relacionado com comportamentos de cidadania organizacional e negativamente relacionado com as intenções de turnover. Pretende-se estudar estes constructos e as suas relações nos colaboradores duma organização que presta serviços de outsourcing. A nível metodológico, implementou-se um questionário a colaboradores da GCompany. Para tal criaram-se três modelos distintos para analisar os dados recolhidos. Os resultados obtidos permitiram-nos confirmar a hipótese de que o compromisso afetivo e normativo se relacionam negativamente com as intenções de turnover, não confirmando, a hipótese de que o compromisso instrumental tenha uma relação negativa com as intenções de turnover. Os resultados obtidos permitiram-nos confirmar a hipótese de que o compromisso normativo se relaciona positivamente e o compromisso instrumental se relaciona negativamente com os comportamentos de cidadania organizacional. Não se confirma a hipótese do compromisso afetivo se relacionar positivamente com estes comportamentos. No outsourcing confirma-se a hipótese de que quanto maior o tempo passado no cliente menores os comportamentos de cidadania organizacional e verifica-se a hipótese de que quanto maior o tempo passado no cliente menor o compromisso afetivo e o compromisso normativo. Não se confirma a hipótese de que quanto maior o tempo passado no cliente maiores as intenções de turnover e também não se confirma a hipótese de que quanto maior o tempo passado no cliente maior o compromisso instrumental.

This study tested a model of trust-in-supervisor that included propensity to trust and supervisor attributes (i.e., ability, benevolence, and integrity) as antecedents, and affective organiza­tional commitment and helping intention as criterion outcomes. A field survey using a structured questionnaire was used to gather data from 255 white-collar employees from diverse occupations and organizations. Path analysis results showed that supervisor ability, benevolence, and integrity as well as employees' propensity to trust were positively associated with trust-in-supervisor. Trust­ in-supervisor, in turn, predicted employees' affective organizational commitment but did not have any influence on their willingness to help co-workers. Implications of the findings and suggestions for future research are discussed.

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in di erentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s a ective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an a ective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising di erent positions in the di erent sectors of activity. Results obtained with these techniques indicate a high level of a ective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that a ective commitment develops when the individual becomes involved and identifies with the organization.

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

This study examined virtuous leadership’s effect on employees’ attitudes and work behaviors, more specifically, their affective commitment, turnover intention, and individual performance. The analyses also focused on affective commitment’s mediating role in therelationships between virtuous leadership and both turnover intention and individual performance. The sample consisted of 280 workers from diverse business sectors, who voluntarily filled out an electronic survey. The results suggest that, first, workers’ perception of virtuous leadership significantly is correlated with their levels of affective commitment, turnover intention, and individual performance. Second, affective commitment is linked to turnover intention and individual performance, and, third, the relationship between virtuous leadership and turnover intention is partially mediated by affective commitment. Last, the relationship between workers’ perception of virtuous leadership and their individual performance is fully mediated by affective commitment. The findings suggest that virtuous leaders can generate an emotionally committed workforce that is motivated to stay in the same organization and strive to achieve higher levels of individual performance—if supervisors exhibit significant virtues in the workplace.

This study examines how Green Human Resource Management practices improve employees’ eco-friendly behavior and green performance, and the mediator effect of affective commitment in these relationships. Our sample included 449 employees, from different Portuguese tourism organizations. The results demonstrate that the implementation of Green Human Resource Management practices produces a positive effect on eco-friendly behavior, green performance, and affective commitment, with commitment mediating the mentioned relationship. Therefore, when organizations apply greener Human Resources Management, they might influence positively the attitudes and behaviors of their employees, improving their affective commitment and, consequently, their eco-friendly behaviors and green performance. This research is innovative as it integrates Green Human Resource Management, eco-friendly behavior, green performance, and affective commitment in a single research model, expanding the knowledge over these topics, and suggesting that organizations should establish Green Human Resource Management policies, especially those that strengthen employees’ affective attachment and improve their eco-friendly behavior as well as the organization’s green performance.

O mundo globalizado tem deixado as sociedades contemporâneas excessivamente expostas às alterações cada vez mais aceleradas. Para sobreviverem nestes contextos tão dinâmicos, as organizações são obrigadas a promoverem mudanças e emerge nestas circunstâncias a importância da gestão de pessoas. As sucessivas crises vêm impondo sérias dificuldades econômicas aos governos, sociedades, empresas e pessoas, agravando diferenças e trazendo acentuada insegurança com preocupantes resultados na saúde das pessoas. O panorama atual impõe que sejam repensadas as políticas, as práticas de gestão e suas atribuições, as quais, até aqui, têm priorizado os objetivos estratégicos das organizações, abandonando em um plano inferior o bem-estar dos funcionários. Nas últimas décadas, acadêmicos têm destacado o importante papel dos Recursos Humanos (RH) nas organizações como agente de mudança, propondo estratégias para integrar práticas de trabalho que privilegiam o desempenho, mas pouco se sabe sobre até que ponto o RH influencia o contexto da mudança para promover respostas positivas dos funcionários e dar suporte organizacional. Diversos indicadores apontam para melhoria dos índices organizacionais através da implementação de sistemas de trabalho de elevado desempenho e comprometimento, mas o entendimento de como o comprometimento dos funcionários contribui para o sucesso dos processos de mudança organizacional, além de como motivar esse comprometimento com vistas a gerar bem-estar, ainda é escasso. A compreensão do contexto da mudança pode ser um fator diferenciador para que os funcionários a entendam e se comprometam com ela, o que pode ser um eficaz mediador para o bem-estar e estar perfeitamente alinhada com os objetivos estratégicos da organização. Entender as maneiras pelas quais o RH pode ser o principal agente motivacional para a implementação de novas diretrizes e mudanças é relevante para compreender os mecanismos que levam a um maior comprometimento com a estratégia organizacional de forma integrada ou isolada, beneficiando indivíduos e organizações em alinhamento com o modelo de ganhos mútuos.

Authentic leadership has become increasingly important in the literature, attracting the attention of many scholars in the last decade. This study adopted an employee-centered perspective to guide its examination of the relationship between authentic leadership and individual performance and investigation of the sequential mediation of employees' affective commitment and individual creativity. An analysis was conducted of data collected from 214 employees working in different business sectors. The results reveal a statistically significant positive relationship between authentic leadership and employees' workplace performance, which are both directly connected and indirectly linked through the two proposed psychosocial mechanisms. The findings thus indicate that authentic leadership reinforces workers' emotional connection with their organizations, thereby increasing their individual creativity and, subsequently, promoting better on-the-job performance. This study presents new and significant results since, on the one hand, it relied on a sequential mediation analysis of variables and, on the other hand, integrated the four main constructs into a single model. The proposed model displays the chain of effects between authentic leadership, affective commitment, individual creativity, and employee workplace performance. Implications for organizational management are discussed.

Num mercado cada vez mais competitivo, onde a perda de talento é algo recorrente e crítico, é cada vez maior o número de organizações que têm vindo a repensar a sua estratégia e posicionamento no mercado. Por esse motivo, as organizações têm vindo a adotar estratégias organizacionais viradas para a sustentabilidade e, desta forma, obterem um impulso na competitividade e exigências requeridas a nível económico, social e ambiental. A gestão de recursos humanos (GRH) tem um papel estratégico nestas práticas viradas para a sustentabilidade, permitindo não só aumentar a atratividade no mercado de trabalho, mas também melhorar as condições laborais para os colaboradores, influenciando, assim, a intenção de saída. Neste sentido, o presente estudo tem como objetivo compreender o impacto da GRH sustentável na intenção de saída, e, em particular, o papel da perceção de apoio organizacional e do comprometimento afetivo dos colaboradores naquela relação. Com base numa metodologia quantitativa, a recolha de dados foi feita através de um questionário online, resultando numa amostra de 220 participantes com idade superior a 18 anos e experiência profissional de pelo menos seis meses na organização atual. Os resultados obtidos demonstram que a GRH sustentável impacta de forma significativa e negativa as intenções de saída e, de forma significativa e positiva o comprometimento afetivo dos colaboradores. O estudo comprova ainda que existe uma relação significativa e negativa entre o comprometimento afetivo e as intenções de saída e que o comprometimento afetivo medeia a relação entre a GRH sustentável e a intenção de saída. Por fim, os resultados obtidos indicam que a perceção de apoio organizacional não tem um papel moderador na relação entre a GRH sustentável e a intenção de saída mas tem um impacto significativo e positivo no comprometimento afetivo dos colaboradores.