THE MODERATING INFLUENCE OF PERCEIVED ORGANIZATION SUPPORT ON COMPETENCE DEVELOPMENT AND EMPLOYEE COMMITMENT RELATIONSHIP IN THE CIVIL SERVICE IN KENYA
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Abstract
The main objective of this research study was to determine the influence of organizational competence development on commitment in the civil service in Kenya, and whether perceived organizational support moderates this relationship. The study used a descriptive survey research design with a target population that comprised 813 employees working in the ministry of interior and national administration, in western region. A sample size of 265 respondents was drawn from this population by use of stratified sampling techniques involving top management, middle management, and the support staff, followed by a proportionate allocation and finally, simple random sampling from each of the stratum. A census was used to obtain five (5) senior managers. Data collection was done by use of self-administered questionnaire and analysed by use of the means, standard deviations and Percentages. Furthermore, correlation bivariate and the linear regression analysis were used to test for the degree of association (correlations) between the variable pairs and their influence on employee commitment. In addition, hierarchical and step wise regression analyses were conducted to determine the moderating influence of perceived organizational support on the relationship between competence development and employee commitment. The findings revealed that competence development has a positive and significant influence on employee commitment, while perceived organizational support has a significant moderating influence on the relationship between competence development and employee commitment. The study recommended that the ministry of interior and national administration should endeavor to deliberately develop the competences of its workforce in order to ensure sustained employee commitment, as well as, increased performance of both the employee and the organization.
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References
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Allen, J., & Meyer, J. (1993). Affective, Continuance and Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behaviour, 49(3), 252-276
Behery, M (2011): High involvement work practices that really count: perspectives from the UAE: International Journal of Commerce and Management 21(1), 21-45
Blau, P. (1964), Exchange and Power in Social Life, Wiley, New York, NY.
Böckerman, P. (2015). High Involvement Management and Employee Well-being, IZA World of Labor, 171
Böckerman, P., Bryson, A., & Ilmakunnas, P. (2013). Does High Involvement Management Lead to Higher Pay? Journal of the Royal Statistical Society: Series A, 176, 861-885.
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A Systematic Review of Human Resource Management Systems and Their Measurement. Journal of Management, 45(6), 2498-2537.
Bornstedt, G.W. (1977). Reliability and Validity in Attitude Measurement. In: G.F. Summers (Ed.), Attitude Measurement. Kershaw Publishing Company: London
Boselie, P. (2010). High performance work practices in the health care sector: a Dutch Case study. International Journal of Manpower, 31(1), 42-58.
Boxall, P. (2012). High‐performance work systems: what, why, how and for whom? Asia Pacific Journal of Human Resources, 50(2), 169-186.
Brian, E. & Christopher, C. (2011). Strengthening affective organizational commitment: the influence of fairness perceptions of management practices and underlying employee cynicism. Health Care Manager, 30, 29-35
Camps, J. & Luna-Arocas, R. (2009). High Involvement Work Practices and Firm Performance. The International Journal of Human Resource Management, 20(5), 1056-1077
Chraif, M. (2010). Comportamentul Counterproductivity. Bucureúti: Editura Universitară.
Costello, A.B., & Osborne, J.W. (2005). Best Practices in Exploratory Factor Analysis: Four Recommendations for Getting the Most from Your Analysis. Practical Assessment, Research and Evaluation, 10, 1-9.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
Cropanzano, R., Anthony, E.L., Daniels, S.R., & Hall, A.V. (2017). Social Exchange Theory: A Critical Review with Theoretical Remedies. Academy of Management Annals, 11(1), 479–516.
Dayarathna, N.W.K.D.K. (2018). High Performance Work Systems in the Service Sector: A Literature Review, Sri Lankan Journal of Human Resource Management, 8 (1), 52-59.
Delery, J. E., & Gupta, N. (2016). Human Resource Management Practices and Organizational Effectiveness: Internal Fit Matters. Journal of Organizational Effectiveness, 3: 139-163.
Delery, J.E. & Doty, D.H. (1996). Modes of Theorizing in Strategic Human Resource Management.: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39, 802-835
Doody, S. P. (2007). High-Involvement Work Systems: Their Effect on Employee Turnover and Organisational Performance in New Zealand Organisations. Dissertation
Doucet, O., Lapalme, M., Simard, G., & Tremblay, M. (2015). High Involvement Management Practices as Leadership Enhancers. International Journal of Manpower, 36 (7), 1058-1071
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71, 500-507.
Eisenberger, R., Shoss, K., Karagonlar, G., Gonzalez-Morales, A., Wickham, E., & Buffardi, C.L. (2013). The Supervisor POS-LMX-Subordinate POS Chain: Moderation by Reciprocation Wariness and Supervisor’s Organizational Embodiment. Journal of Organizational Behaviour, 35 (2014), 635-656
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention. Journal of Applied Psychology, 87, 565–573
Ellström P & Kock H (2008). Competence Development in the Workplace: Concepts, Strategies and Effects. Asia Pacific Education Review. 9(1), 5-20
Eshiteti S.N. (2019). Influence of Diversity Management Practices on Employee Commitment in the Banking Sector in Kenya. Jomo Kenyatta University of Agriculture and Technology. Unpublished Thesis
Eshiteti, N. S., Okaka, O., Maragi, N. S., Odera, O., Akerele, E. K. (2013). Effects of Succession Planning Programs on Staff Retention; Mediterranean Journal of Social Sciences. 4(6) 157-162
Eshiteti, S.N., Mukanzi C. M., & Senaji, T.A. (2018). Enhancing Diversity Reward on Employee Commitment through Perceived Organizational Support in Commercial Banks in Kenya. International Journal of Innovative Research and Knowledge. 3 (12), 95-115
Fareed, M., Noor, W. M., Isa, M. F. & Salleh, M. M. (2016). Developing Human Capital for Sustainable Competitive Advantage: The Roles of Organizational Culture and High-Performance Work System. International Journal of Economic Perspectives, 10 (4), 655-673.
Field, A. (2009). Discovering Statistics using SPSS. Sage: London.
Fugar, F.D.K, Ashiboe-Mensah, N.A and Adinyira, (2013). Human Capital Theory: Implications for The Ghanaian Construction Industry Development. Journal of Construction Project Management and Innovation 3 (1); 464-479,
Guy, F. (2003). High‐Involvement Work Practices and Employee Bargaining Power. Employee Relations, 25 (5), 455-471
Hancock, J. I., Allen, D. G., Bosco, F. A, McDaniel, K. R., & Pierce, C. A. (2013). Metanalytic View of Employee Turnover as a Predictor of Firm Performance. Journal of Management, 39(3) 1-12
Hashim, J. (2010). Human Resource Management Practices on Organizational Commitment. Personnel Review, 39 (6); 785 – 799
Heilmann, P., Mika, V. & Salminen, H. (2015). The Impact of Competence Development Opportunities on Organizational Commitment and The Mediating Role of Job Satisfaction.
Huo, B., Han, Z., Chen, H. & Zhao, X. The Effect of High-Involvement Human Resource Management Practices on Supply Chain Integration. International Journal of Physical Distribution & Logistics Management, 45 (8), 716 – 746.
Ismail1 A. I., Majid, H. A., Rahman M. A., Jamaluddin, N. A., Susantiy, A. I., & Setiawati C. I. (2018). Aligning Malaysian SMEs with the Megatrends: The Roles of High-Performance Work Practices and Employee Creativity in Enhancing Malaysian SME Performance. Global Business Review. 1–17
Jae, S., Jeong, I., & Bae, J. (2018). Do high-involvement HRM practices matter for worker creativity? A cross-level approach. The International Journal of Human Resource Management, 29 (2), 260-285
Jillian Webb Day, Courtney L. Holladay, Stefanie K. Johnson, Laura G. Barron, (2014). Organizational Rewards: Considering Employee Need in Allocation, Personnel Review. 43 (1), 74-95
Jyoti J., Rani R., & Gandotra, R. (2015). The Impact of Bundled High-Performance Human Resource Practices on Intention to Leave. International Journal of Educational Management, 29 (4), 431 – 460
Kam, C., Morin, A. J. S., Meyer, J. P., & Topolnytsky, L. (2016). Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis. Journal of Management, 42(6).
Kaur, G., & Mahajan, R. (2014). Employee’s Organizational Commitment and its Impact on their Actual Turnover Behavior through Behavioural Intentions. Asian Pacific Journal of Marketing and Logistics, 26 (4), 621-646
Kengatharan, N. (2021). A Jack of All Trades Is A Master of None: The Nexus of Firm-Specific Human Capital, Ambidexterity, Productivity and Firm Performance. South Asian Journal of Human Resources Management, 8(1).
Khan, K.M., Tariq, A., Hamayoun, A.A., & Bhutta, H, M. (2014). Enhancing Organizational Commitment through Employee Empowerment – Empirical Evidence from Telecom Sector Employees. Middle-East Journal of Scientific Research 21 (1): 148-157
Kompaso SM, Sridevi MS (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96.
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C. Stewart, K. A. & Adis C. S. (2015). Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory. Journal of Management, 20 (10), 1 –31
Kurtessis, J., Eisenberger, R., Ford, T., Buffardi, C., Stewart, A., & Adis, S. (2017). Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory. Journal of Management, 43(6), 1854-1884.
Lam M, O’Donnell, M., & Robertson, D (2015). Achieving Employee Commitment for Continuous Improvement Initiatives. International Journal of Operations & Production Management, 35 (2), 201 – 215
Lesororo, C. & Muli, J. (2018). Human Resource Management Strategies and Employee Performance in The Ministry of Interior and Coordination of The National Government in Nairobi, Kenya.
Li, K. S., Tong C. and Wong A. (2024). The Impact of Career Development on Employee Commitment of Part-Time Faculty (PTF) in Hong Kong’s Continuing Professional Development (CPD) Sector. British Journal of Education, Society & Behavioural Science, 4(1): 52-73
Lindell, M.K. & Whitney, D.J. (2001), “Accounting for common method variance in cross-sectional research designs”, Journal of Applied Psychology, 86(1), 114-121.
Maden, C. (2015). Linking High Involvement Human Resource Practices to Employee Proactivity: The Role of Work Engagement and Learning Goal Orientation. Personnel Review, 44 (5), 720-738
Maheshwari, S., Vohra, V. (2015): Identifying critical HR practice impacting employee perception and commitment during organization change. J. Organ. Change Manag. 28(5), 872–894
Mansor, N., Yahya, M. S., Aziz, M. I., & Mohamad, Z. (2016). Deployment of Human Capital Development for Sustaining Competitive Advantage Among Undergraduates in Banking Industries. Journal of Applied Environmental and Biological Sciences. 6(3), 33-41, 2016
Massingham, P. Rex. & Tam, L. (2015). The Relationship Between Human Capital, Value Creation and Employee Reward. Journal of Intellectual Capital, 16 (2), 390-418.
Mburu, A. W. (2015). Effects of Human Resource Management Practices on Employee Retention in Deposit-Taking Microfinance Institutions in Kenya. Erepository.uonbi.ac.ke
McBey, K., Karakowsky, L., & Ng, P. (2017). Can I make a difference here? The impact of perceived organizational support on volunteer commitment. Journal of Management Development, 36(8), 991-1007
Melanie Hof (2009). Questionnaire Evaluation with Factor Analysis and Cronbach’s Alpha; An Example
Memon, M.A., Mangi, R. A. & Rohra, C. L. (2009). Human Capital a Source of Competitive Advantage “Ideas for Strategic Leadership”. Australian Journal of Basic and Applied Sciences, 3(4), 4182-4189
Mercurio, Z. (2015). Affective Commitment as a Core Essence of Organizational Commitment: An Integration Literature Review. Human Resource Development Review, 14(4), 389-414
Meyer, J. P., & Allen, N. J. (1991). A Three Component of Organizational Commitment. Human Resource Management Rev, 1, 61-89
Meyer, J., Allen, J. & Smith, C. (1993). Commitment to Organizations and Occupations: Extension and Test of a Three-Component conceptualization. Journal of Applied Psychology, 78, 765 -782.
Meyer, J., Stanley, L., & Parfyonavo, N. (2012). Employee Commitment in Context: The Nature and Implications of Commitment Profiles. Journal of Vocational Behaviour, 80 (1), 765 -782.
Mitchell, M. S., Cropanzano, R., & Quisenberry, D. (2012). Social Exchange Theory, Exchange Resources and Interpersonal Relationships: A Modest Resolution of Theoretical Difficulties. In K. Tornblom & A. Kazemi (Eds.), Handbook of Social Resource Theory: Theoretical Extensions, Empirical Insights, and Social Applications: 99–118. New York, NY: Springer
Mukanzi, C. M., Gachunga, H., Ngungi, K., & Kihoro, J.M. (2014). Leadership and Worklife Balance: Perceived Managerial Support as A Moderator between Burnout, Stress, Absenteeism and Employee Commitment. Journal of Leadership Management, 1(2014), 85-92
Nazir, S., Shafi, A., Qun, W., Nazir, N., & Tran, Q. (2016). Influence of Organizational Rewards on Organizational Commitment and Turnover Intentions. Employee Relations Journal, 38(4), 596-619.
Palma-Moreira, A., Dias A. L., Pereira, B. & Au-Yong-Oliveira, M. (2024). Competence Development and Affective Commitment as Mechanisms That Explain the Relationship between Organizational Culture and Turnover Intentions
Allen, J., & Meyer, J. (1993). Affective, Continuance and Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behaviour, 49(3), 252-276
Behery, M (2011): High involvement work practices that really count: perspectives from the UAE: International Journal of Commerce and Management 21(1), 21-45
Blau, P. (1964), Exchange and Power in Social Life, Wiley, New York, NY.
Böckerman, P. (2015). High Involvement Management and Employee Well-being, IZA World of Labor, 171
Böckerman, P., Bryson, A., & Ilmakunnas, P. (2013). Does High Involvement Management Lead to Higher Pay? Journal of the Royal Statistical Society: Series A, 176, 861-885.
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A Systematic Review of Human Resource Management Systems and Their Measurement. Journal of Management, 45(6), 2498-2537.
Bornstedt, G.W. (1977). Reliability and Validity in Attitude Measurement. In: G.F. Summers (Ed.), Attitude Measurement. Kershaw Publishing Company: London
Boselie, P. (2010). High performance work practices in the health care sector: a Dutch Case study. International Journal of Manpower, 31(1), 42-58.
Boxall, P. (2012). High‐performance work systems: what, why, how and for whom? Asia Pacific Journal of Human Resources, 50(2), 169-186.
Brian, E. & Christopher, C. (2011). Strengthening affective organizational commitment: the influence of fairness perceptions of management practices and underlying employee cynicism. Health Care Manager, 30, 29-35
Camps, J. & Luna-Arocas, R. (2009). High Involvement Work Practices and Firm Performance. The International Journal of Human Resource Management, 20(5), 1056-1077
Chraif, M. (2010). Comportamentul Counterproductivity. Bucureúti: Editura Universitară.
Costello, A.B., & Osborne, J.W. (2005). Best Practices in Exploratory Factor Analysis: Four Recommendations for Getting the Most from Your Analysis. Practical Assessment, Research and Evaluation, 10, 1-9.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of management, 31(6), 874-900.
Cropanzano, R., Anthony, E.L., Daniels, S.R., & Hall, A.V. (2017). Social Exchange Theory: A Critical Review with Theoretical Remedies. Academy of Management Annals, 11(1), 479–516.
Dayarathna, N.W.K.D.K. (2018). High Performance Work Systems in the Service Sector: A Literature Review, Sri Lankan Journal of Human Resource Management, 8 (1), 52-59.
Delery, J. E., & Gupta, N. (2016). Human Resource Management Practices and Organizational Effectiveness: Internal Fit Matters. Journal of Organizational Effectiveness, 3: 139-163.
Delery, J.E. & Doty, D.H. (1996). Modes of Theorizing in Strategic Human Resource Management.: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39, 802-835
Doody, S. P. (2007). High-Involvement Work Systems: Their Effect on Employee Turnover and Organisational Performance in New Zealand Organisations. Dissertation
Doucet, O., Lapalme, M., Simard, G., & Tremblay, M. (2015). High Involvement Management Practices as Leadership Enhancers. International Journal of Manpower, 36 (7), 1058-1071
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived Organizational Support. Journal of Applied Psychology, 71, 500-507.
Eisenberger, R., Shoss, K., Karagonlar, G., Gonzalez-Morales, A., Wickham, E., & Buffardi, C.L. (2013). The Supervisor POS-LMX-Subordinate POS Chain: Moderation by Reciprocation Wariness and Supervisor’s Organizational Embodiment. Journal of Organizational Behaviour, 35 (2014), 635-656
Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived Supervisor Support: Contributions to Perceived Organizational Support and Employee Retention. Journal of Applied Psychology, 87, 565–573
Ellström P & Kock H (2008). Competence Development in the Workplace: Concepts, Strategies and Effects. Asia Pacific Education Review. 9(1), 5-20
Eshiteti S.N. (2019). Influence of Diversity Management Practices on Employee Commitment in the Banking Sector in Kenya. Jomo Kenyatta University of Agriculture and Technology. Unpublished Thesis
Eshiteti, N. S., Okaka, O., Maragi, N. S., Odera, O., Akerele, E. K. (2013). Effects of Succession Planning Programs on Staff Retention; Mediterranean Journal of Social Sciences. 4(6) 157-162
Eshiteti, S.N., Mukanzi C. M., & Senaji, T.A. (2018). Enhancing Diversity Reward on Employee Commitment through Perceived Organizational Support in Commercial Banks in Kenya. International Journal of Innovative Research and Knowledge. 3 (12), 95-115
Fareed, M., Noor, W. M., Isa, M. F. & Salleh, M. M. (2016). Developing Human Capital for Sustainable Competitive Advantage: The Roles of Organizational Culture and High-Performance Work System. International Journal of Economic Perspectives, 10 (4), 655-673.
Field, A. (2009). Discovering Statistics using SPSS. Sage: London.
Fugar, F.D.K, Ashiboe-Mensah, N.A and Adinyira, (2013). Human Capital Theory: Implications for The Ghanaian Construction Industry Development. Journal of Construction Project Management and Innovation 3 (1); 464-479,
Guy, F. (2003). High‐Involvement Work Practices and Employee Bargaining Power. Employee Relations, 25 (5), 455-471
Hancock, J. I., Allen, D. G., Bosco, F. A, McDaniel, K. R., & Pierce, C. A. (2013). Metanalytic View of Employee Turnover as a Predictor of Firm Performance. Journal of Management, 39(3) 1-12
Hashim, J. (2010). Human Resource Management Practices on Organizational Commitment. Personnel Review, 39 (6); 785 – 799
Heilmann, P., Mika, V. & Salminen, H. (2015). The Impact of Competence Development Opportunities on Organizational Commitment and The Mediating Role of Job Satisfaction.
Huo, B., Han, Z., Chen, H. & Zhao, X. The Effect of High-Involvement Human Resource Management Practices on Supply Chain Integration. International Journal of Physical Distribution & Logistics Management, 45 (8), 716 – 746.
Ismail1 A. I., Majid, H. A., Rahman M. A., Jamaluddin, N. A., Susantiy, A. I., & Setiawati C. I. (2018). Aligning Malaysian SMEs with the Megatrends: The Roles of High-Performance Work Practices and Employee Creativity in Enhancing Malaysian SME Performance. Global Business Review. 1–17
Jae, S., Jeong, I., & Bae, J. (2018). Do high-involvement HRM practices matter for worker creativity? A cross-level approach. The International Journal of Human Resource Management, 29 (2), 260-285
Jillian Webb Day, Courtney L. Holladay, Stefanie K. Johnson, Laura G. Barron, (2014). Organizational Rewards: Considering Employee Need in Allocation, Personnel Review. 43 (1), 74-95
Jyoti J., Rani R., & Gandotra, R. (2015). The Impact of Bundled High-Performance Human Resource Practices on Intention to Leave. International Journal of Educational Management, 29 (4), 431 – 460
Kam, C., Morin, A. J. S., Meyer, J. P., & Topolnytsky, L. (2016). Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis. Journal of Management, 42(6).
Kaur, G., & Mahajan, R. (2014). Employee’s Organizational Commitment and its Impact on their Actual Turnover Behavior through Behavioural Intentions. Asian Pacific Journal of Marketing and Logistics, 26 (4), 621-646
Kengatharan, N. (2021). A Jack of All Trades Is A Master of None: The Nexus of Firm-Specific Human Capital, Ambidexterity, Productivity and Firm Performance. South Asian Journal of Human Resources Management, 8(1).
Khan, K.M., Tariq, A., Hamayoun, A.A., & Bhutta, H, M. (2014). Enhancing Organizational Commitment through Employee Empowerment – Empirical Evidence from Telecom Sector Employees. Middle-East Journal of Scientific Research 21 (1): 148-157
Kompaso SM, Sridevi MS (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96.
Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C. Stewart, K. A. & Adis C. S. (2015). Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory. Journal of Management, 20 (10), 1 –31
Kurtessis, J., Eisenberger, R., Ford, T., Buffardi, C., Stewart, A., & Adis, S. (2017). Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory. Journal of Management, 43(6), 1854-1884.
Lam M, O’Donnell, M., & Robertson, D (2015). Achieving Employee Commitment for Continuous Improvement Initiatives. International Journal of Operations & Production Management, 35 (2), 201 – 215
Lesororo, C. & Muli, J. (2018). Human Resource Management Strategies and Employee Performance in The Ministry of Interior and Coordination of The National Government in Nairobi, Kenya.
Li, K. S., Tong C. and Wong A. (2024). The Impact of Career Development on Employee Commitment of Part-Time Faculty (PTF) in Hong Kong’s Continuing Professional Development (CPD) Sector. British Journal of Education, Society & Behavioural Science, 4(1): 52-73
Lindell, M.K. & Whitney, D.J. (2001), “Accounting for common method variance in cross-sectional research designs”, Journal of Applied Psychology, 86(1), 114-121.
Maden, C. (2015). Linking High Involvement Human Resource Practices to Employee Proactivity: The Role of Work Engagement and Learning Goal Orientation. Personnel Review, 44 (5), 720-738
Maheshwari, S., Vohra, V. (2015): Identifying critical HR practice impacting employee perception and commitment during organization change. J. Organ. Change Manag. 28(5), 872–894
Mansor, N., Yahya, M. S., Aziz, M. I., & Mohamad, Z. (2016). Deployment of Human Capital Development for Sustaining Competitive Advantage Among Undergraduates in Banking Industries. Journal of Applied Environmental and Biological Sciences. 6(3), 33-41, 2016
Massingham, P. Rex. & Tam, L. (2015). The Relationship Between Human Capital, Value Creation and Employee Reward. Journal of Intellectual Capital, 16 (2), 390-418.
Mburu, A. W. (2015). Effects of Human Resource Management Practices on Employee Retention in Deposit-Taking Microfinance Institutions in Kenya. Erepository.uonbi.ac.ke
McBey, K., Karakowsky, L., & Ng, P. (2017). Can I make a difference here? The impact of perceived organizational support on volunteer commitment. Journal of Management Development, 36(8), 991-1007
Melanie Hof (2009). Questionnaire Evaluation with Factor Analysis and Cronbach’s Alpha; An Example
Memon, M.A., Mangi, R. A. & Rohra, C. L. (2009). Human Capital a Source of Competitive Advantage “Ideas for Strategic Leadership”. Australian Journal of Basic and Applied Sciences, 3(4), 4182-4189
Mercurio, Z. (2015). Affective Commitment as a Core Essence of Organizational Commitment: An Integration Literature Review. Human Resource Development Review, 14(4), 389-414
Meyer, J. P., & Allen, N. J. (1991). A Three Component of Organizational Commitment. Human Resource Management Rev, 1, 61-89
Meyer, J., Allen, J. & Smith, C. (1993). Commitment to Organizations and Occupations: Extension and Test of a Three-Component conceptualization. Journal of Applied Psychology, 78, 765 -782.
Meyer, J., Stanley, L., & Parfyonavo, N. (2012). Employee Commitment in Context: The Nature and Implications of Commitment Profiles. Journal of Vocational Behaviour, 80 (1), 765 -782.
Mitchell, M. S., Cropanzano, R., & Quisenberry, D. (2012). Social Exchange Theory, Exchange Resources and Interpersonal Relationships: A Modest Resolution of Theoretical Difficulties. In K. Tornblom & A. Kazemi (Eds.), Handbook of Social Resource Theory: Theoretical Extensions, Empirical Insights, and Social Applications: 99–118. New York, NY: Springer
Mukanzi, C. M., Gachunga, H., Ngungi, K., & Kihoro, J.M. (2014). Leadership and Worklife Balance: Perceived Managerial Support as A Moderator between Burnout, Stress, Absenteeism and Employee Commitment. Journal of Leadership Management, 1(2014), 85-92
Nazir, S., Shafi, A., Qun, W., Nazir, N., & Tran, Q. (2016). Influence of Organizational Rewards on Organizational Commitment and Turnover Intentions. Employee Relations Journal, 38(4), 596-619.
Palma-Moreira, A., Dias A. L., Pereira, B. & Au-Yong-Oliveira, M. (2024). Competence Development and Affective Commitment as Mechanisms That Explain the Relationship between Organizational Culture and Turnover Intentions