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The effects of perceived external prestige, ethical organizational climate, and leader‐member exchange (LMX) quality on employees' commitments and their subsequent attitudes

The effects of perceived external prestige, ethical organizational climate, and leader‐member... Purpose – This study aims to investigate the role of perceived external prestige (PEP), ethical organizational climate, and leader‐member exchange (LMX) quality in explaining organizational and career commitment, and also analyzes effects of the two commitments on motivation to participate in training and turnover intention. Design/methodology/approach – Relationships among the constructs are predicted based on relevant literature, and are tested using survey results from 477 employees working in 15 of the leading corporations in South Korea. Findings – Structural equation modeling (SEM) shows that ethical organizational climate and LMX quality are a significant correlate of both forms of commitment, whereas perceived external prestige is a predictor of organizational commitment but not career commitment. Furthermore, as a mediator, each form of commitment also affects employees' training participation motivation and their turnover intention. Originality/value – Overall, the value of this study lies in its focus on multiple forms of commitment reflecting current employment relationships, and in the identification of new variables for use by HR professionals in determining ways to improve both commitment to organization and career. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

The effects of perceived external prestige, ethical organizational climate, and leader‐member exchange (LMX) quality on employees' commitments and their subsequent attitudes

Dae‐seok Kang; Jim Stewart; Hayeon Kim
Personnel Review , Volume 40 (6): 24 – Sep 20, 2011
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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483481111169670
Publisher site
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Abstract

Purpose – This study aims to investigate the role of perceived external prestige (PEP), ethical organizational climate, and leader‐member exchange (LMX) quality in explaining organizational and career commitment, and also analyzes effects of the two commitments on motivation to participate in training and turnover intention. Design/methodology/approach – Relationships among the constructs are predicted based on relevant literature, and are tested using survey results from 477 employees working in 15 of the leading corporations in South Korea. Findings – Structural equation modeling (SEM) shows that ethical organizational climate and LMX quality are a significant correlate of both forms of commitment, whereas perceived external prestige is a predictor of organizational commitment but not career commitment. Furthermore, as a mediator, each form of commitment also affects employees' training participation motivation and their turnover intention. Originality/value – Overall, the value of this study lies in its focus on multiple forms of commitment reflecting current employment relationships, and in the identification of new variables for use by HR professionals in determining ways to improve both commitment to organization and career.

Journal

Personnel Review – Emerald Publishing

Published: Sep 20, 2011

Keywords: Perceived external prestige; Ethical organizational climate; Leader‐member exchange quality; Work commitments and attitudes; Republic of Korea; Employees attitudes

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