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The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines

The relationship between empowerment and the three-component model of organisational commitment:... PurposeThe purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation.Design/methodology/approachData were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses.FindingsOverall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly.Research limitations/implicationsCross-sectional study of Thai employees may limit generalisability of the findings to other contexts.Practical implicationsIn use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context.Originality valueProvide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Culture Tourism and Hospitality Research Emerald Publishing

The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines

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References (57)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1750-6182
DOI
10.1108/IJCTHR-07-2015-0069
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation.Design/methodology/approachData were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses.FindingsOverall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly.Research limitations/implicationsCross-sectional study of Thai employees may limit generalisability of the findings to other contexts.Practical implicationsIn use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context.Originality valueProvide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.

Journal

International Journal of Culture Tourism and Hospitality Research – Emerald Publishing

Published: Jun 5, 2017

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