The Influence of Organizational Commitment on Work Engagement with Inclusive Leadership as a Moderator
Keywords:
Organizational Commitment, Inclusive Leadership, Work Engagement, Moderating, PLS-SEM.Abstract
This study investigates organizational commitment effect on work engagement, with inclusive leadership as a moderating variable. The central concern examined pertains to the limited level of employee engagement, especially prevalent bureaucratic public sector organizations. The research was conducted at the South Kuta District Office using an explanatory quantitative approach. Data were collected through questionnaires administered to 63 purposively selected respondents and analysis was performed using PLS-SEM with WarpPLS 7.0 software. The findings revealthat organizational commitment and inclusive leadershippartially have a significant effect on work engagement. However, the interaction between organizational commitment and inclusive leadership did not demonstrate a significant moderating effect, it suggest that inclusive leadership does not strengthen the influence oforganizational commitment on work engagement. These results imply that the two variables operate independently in influencing employee engagement. The practical implication of this study highlights the importance of fostering both organizational commitment and inclusive leadership practices to enhance work engagement. Future research is encouraged to investigate the potential mediating variables and to adopt a longitudinal approach to gain deeper insights.
Downloads
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2020). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 7(3), 255–274. https://doi.org/10.1108/JOEPP-02-2020-0013
Ali, M., Ali, N., Albort-Morant, G., & Leal-Rodríguez, A. L. (2020). How do organizational values and organizational justice affect work engagement? Journal of Business Research, 109, 345–355. https://doi.org/10.1016/j.jbusres.2019.11.057
Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://doi.org/10.1037/ocp0000056
Biswas, S., & Bhatnagar, J. (2013). Mediator analysis of employee engagement: Role of perceived organizational support, P-O fit, organizational commitment and job satisfaction. Vikalpa: The Journal for Decision Makers, 38(1), 27–40. https://doi.org/10.1177/0256090920130103
Choi, S. B., Tran, T. B. H., & Kang, S. W. (2017). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: An International Journal, 45(3), 377–386. https://doi.org/10.2224/sbp.5805
Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Sage Publications.
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
Devi, V. R. (2017). Organizational commitment and employee engagement: A study of academic professionals. International Journal of Management and Applied Science, 3(5), 77–80.
Gupta, M., Agarwal, A., & Khatri, N. (2016). The relationship between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour and work engagement. Journal of Advanced Nursing, 72(11), 2806–2817. https://doi.org/10.1111/jan.13013
Hair, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage Publications.
Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among teachers. Journal of School Psychology, 43(6), 495–513. https://doi.org/10.1016/j.jsp.2005.11.001
Ibrahim, M. E., & Al Falasi, S. A. (2014). Employee loyalty and engagement in UAE public sector. Employee Relations, 36(5), 562–582. https://doi.org/10.1108/ER-07-2013-0081
Javed, B., Rawwas, M. Y. A., Khand, Z., & Tayyeb, H. H. (2019). Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management & Organization, 25(1), 117–136. https://doi.org/10.1017/jmo.2017.3
Kim, S., Kang, H. S., & Lee, H. (2021). The effect of work engagement on organizational citizenship behavior in public sector. Public Personnel Management, 50(2), 243–262. https://doi.org/10.1177/0091026020979781
Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
Saks, A. M. (2022). A review and critique of employee engagement: Theory and measurement. The International Journal of Human Resource Management, 33(1), 1–28. https://doi.org/10.1080/09585192.2021.1954091
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2019). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 20(2), 521–545. https://doi.org/10.1007/s10902-017-9940-z
Xanthopoulou, D., Bakker, A. B., & Ilies, R. (2021). Everyday working life: Explaining within-person fluctuations in employee well-being. European Journal of Work and Organizational Psychology, 30(2), 219–230. https://doi.org/10.1080/1359432X.2020.1819249
Ali, M., Ali, N., Albort-Morant, G., & Leal-Rodríguez, A. L. (2020). How do organizational values and organizational justice affect work engagement? Journal of Business Research, 109, 345–355. https://doi.org/10.1016/j.jbusres.2019.11.057
Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research. Journal of Personality and Social Psychology, 51(6), 1173–1182.
Blau, P. M. (1964). Exchange and power in social life. New York: Wiley.
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks. Creativity Research Journal, 22(3), 250–260. https://doi.org/10.1080/10400419.2010.504654
Zhu, J., Lyu, Y., & Ye, Y. (2020). Inclusive leadership and employee voice. International Journal of Environmental Research and Public Health, 17(1), 21. https://doi.org/10.3390/ijerph17010021
