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Antecedents of Affective Commitment of Human Resource Management Practitioners Attending a Professional Body Convention

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  • Molefe Jonathan Maleka
  • Mphoreng Magdeline Mmako
  • Ilze Swarts

Abstract

In this paper, affective events theory (AET) is used to develop a model that can be used by organizations to enhance propitious work conditions that will encourage human resource management (HRM) practitioners to be affectively committed to their organizations. AET states that there are certain antecedents (i.e. distributive justice, job-related well-being, and employee engagement) that positively correlate with job satisfaction. According to AET, positive emotions have a positive indirect correlation between antecedents and job satisfaction. AET states that job satisfaction positively relates to affective commitment. The research design was cross-sectional and correlational, and the sample size was (n=205).From the 300 questionnaires distributed to HRM practitioners, the response rate was 68.33%. The main finding is that respondents rated the positive emotions items below the mean, and there was a significant positive relationship between distributive justice and job satisfaction (β = 0.61; p≤ 0.001). The data showed that job satisfaction positively correlated with affective commitment (β = 0.70; p ≤ 0.001).Positive emotions only mediated the relationship between distributive justice and job satisfaction (β = 0.36; p ≤ 0.001). The study results have implications for managers’ efforts to keep HRM practitioners affectively committed, as the latter were not satisfied with their remuneration. The data created awareness that when a remuneration policy is drafted, it should take cognisance that HRM practitioners who have positive emotions will be affectively committed and stay longer in organizations.

Suggested Citation

  • Molefe Jonathan Maleka & Mphoreng Magdeline Mmako & Ilze Swarts, 2017. "Antecedents of Affective Commitment of Human Resource Management Practitioners Attending a Professional Body Convention," Journal of Economics and Behavioral Studies, AMH International, vol. 9(3), pages 121-132.
    • Handle: RePEc:rnd:arjebs:v:9:y:2017:i:3:p:121-132
    DOI: 10.22610/jebs.v9i3(J).1751
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    References listed on IDEAS

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    1. Mamta Mohapatra & Baldev R. Sharma, 2008. "Drivers of Organizational Commitment among Managers of Industrial Organizations," Global Business Review, International Management Institute, vol. 9(1), pages 51-63, June.
    2. Ramesh Kumar Author_Email: & Koh Geok Eng, 2011. "Perceived Organizational Commitment And Its Impact To Theturnover Intention: A Correlation Analysis," International Conference on Management (ICM 2011) Proceeding 2011-062-225, Conference Master Resources.
    3. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    4. Janet Chew & Christopher C.A. Chan, 2008. "Human resource practices, organizational commitment and intention to stay," International Journal of Manpower, Emerald Group Publishing Limited, vol. 29(6), pages 503-522, September.
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    Cited by:

    1. Molefe Jonathan Maleka & Ilze Swarts & Magdeline Mmako, 2018. "Happiness Index for Human Resource Management Practitioners Associated with the Professional Body," Journal of Economics and Behavioral Studies, AMH International, vol. 10(5), pages 297-305.

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