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Enhancing organisational commitment through task significance: the moderating role of openness to experience

Author

Listed:
  • Anabel Fernández-Mesa

    (UV - Universitat de València)

  • Oscar Llopis

    (UV - Universitat de València, ESC [Rennes] - ESC Rennes School of Business)

  • Ana García-Granero

    (UV - Universitat de València)

  • Julia Olmos-Peñuela

    (UV - Universitat de València)

Abstract

Researchers have extensively explored the factors influencing employees' organisational commitment. However, few studies make an explicit distinction between different commitment types when exploring its determinants, and the scholarly attention to individual differences is also limited. In this paper, we confirm that developing managerial interventions to enhance task significance can be useful to promote organisational commitment, but this relationship is contingent on the commitment type and the employees' openness to experience. We focus on two forms of organisational commitment: affective and continuance commitment. Our study shows that task significance is a better predictor of affective commitment than continuance commitment.We also find that increasing task significance is particularly good to promote more continuance commitment among employees with low levels of openness to experience. Based on data gathered from a sample of 403 employees working in Spanish firms, we find support for these ideas and develop practical implications.

Suggested Citation

  • Anabel Fernández-Mesa & Oscar Llopis & Ana García-Granero & Julia Olmos-Peñuela, 2020. "Enhancing organisational commitment through task significance: the moderating role of openness to experience," Post-Print hal-03004571, HAL.
    • Handle: RePEc:hal:journl:hal-03004571
    DOI: 10.1016/j.emj.2019.12.010
    Note: View the original document on HAL open archive server: https://rennes-sb.hal.science/hal-03004571
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    References listed on IDEAS

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    1. Oscar LLOPIS & Joaquin AZAGRA-CARO, 2015. "Who do you care about? Scientists’ personality traits and perceived beneficiary impact," Cahiers du GREThA (2007-2019) 2015-29, Groupe de Recherche en Economie Théorique et Appliquée (GREThA).
    2. Walsh, Gianfranco, 2019. "Service employees’ naturally felt emotions: Do they matter?," European Management Journal, Elsevier, vol. 37(1), pages 78-85.
    3. Zalesny, Mary D. & Ford, J. Kevin, 1990. "Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 47(2), pages 205-246, December.
    4. Colquitt, Jason A. & Scott, Brent A. & Judge, Timothy A. & Shaw, John C., 2006. "Justice and personality: Using integrative theories to derive moderators of justice effects," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 110-127, May.
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    Cited by:

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    2. Joaquín M. Azagra-Caro & Carlos Benito-Amat & Ester Planells-Aleixandre, 2022. "Academic artists’ engagement and commercialisation," The Journal of Technology Transfer, Springer, vol. 47(4), pages 1273-1296, August.
    3. Živilė Stankevičiūtė & Eglė Staniškienė & Joana Ramanauskaitė, 2021. "The Impact of Job Insecurity on Employee Happiness at Work: A Case of Robotised Production Line Operators in Furniture Industry in Lithuania," Sustainability, MDPI, vol. 13(3), pages 1-20, February.
    4. 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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