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Exploring determinants of job involvement: an empirical test among senior executives

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  • Abraham Carmeli

Abstract

Purpose - This study proposes and tests a model that attempts to explain the role of situational and personal‐related factors relating to why top executives become involved in their jobs. Design/methodology/approach - Building on job involvement, literature, the present study involved senior managers employed in public sector organizations in Israel. Data were collected through structured surveys. A total of 98 usable questionnaires were returned (a response rate of 37.4 percent). Path analysis, using AMOS 4.01 program, was conducted to assess the research model. Findings - The results indicate that both situational and personal‐related factors predict job involvement. The findings show that the relationship between perceived external prestige and job involvement is mediated by affective commitment, and that the relationship between protestant work ethic and job involvement is mediated by normative commitment. Research limitations/implications - This research is one effort to unraveled situational and personal‐related factors that affect the degree to which senior managers become highly involved in their job. The findings shed light on the process that job involvement is developed among senior executives. Future research, however, should apply a longitudinal design to fully understand the dynamic process of becoming involved in a job among people who are being promoted to senior managerial positions. Practical implications - Being involved in a job may produce both positive and negative consequences at both the individual and organization level. Thus, efforts should be directed to fit and balance expectations, needs and interests of both sides. Originality/value - This study provides useful information on the determinants of job involvement among top executives

Suggested Citation

  • Abraham Carmeli, 2005. "Exploring determinants of job involvement: an empirical test among senior executives," International Journal of Manpower, Emerald Group Publishing Limited, vol. 26(5), pages 457-472, July.
  • Handle: RePEc:eme:ijmpps:01437720510615143
    DOI: 10.1108/01437720510615143
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    Citations

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    Cited by:

    1. Muhammad Arshad & Aneela Qadir & Waqar Ahmad & Muhammad Rafique, 2024. "Enhancing organizational sustainable innovation performance through organizational readiness for big data analytics," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-15, December.
    2. Ruchika Sharma & Karnica Tanwar, 2023. "Organisation Pursuit Intention Through Perceived Employer Brand, Person Organisation Fit and Perceived Organisational Prestige," Corporate Reputation Review, Palgrave Macmillan, vol. 26(1), pages 33-53, February.
    3. Beate Cesinger & Katherine Gundolf & Mathew Hughes & Anis Khedhaouria & Francesco Montani, 2023. "The bright and dark sides of the Dark Triad traits among senior managers: effects on organizational commitment," Review of Managerial Science, Springer, vol. 17(5), pages 1731-1763, July.

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