Benon Muhumuza and Sudi Nangoli
The purpose of this paper is to revisit the potential of human capital development to predict commitment from an empirical perspective. This followed the fact that while…
Abstract
Purpose
The purpose of this paper is to revisit the potential of human capital development to predict commitment from an empirical perspective. This followed the fact that while organisations continue to invest a lot of resources into development of their human capital, a growing tendency of the trained staff to quickly abandon the organisation and move on to search for greener pastures has also been registered.
Design/methodology/approach
This study takes a positivistic approach. It is an explanatory, cross-sectional study that is based on a case study approach.
Findings
The findings revealed that developing human resources still leads to enhanced commitment among staff. The findings provide empirical support for the tenets of the human capital development theory.
Research limitations/implications
Investment in development of human resources is still a worthy while cause for organisations as it positively and significantly contributes to commitment.
Practical implications
While organisations ought to keep watch of the costs that come with human capital development endeavours the practice of developing human resources should be continued as it contributes to the organisational performance of staff.
Originality/value
The paper deepens the understanding on how human capital development is currently enhancing the commitment of organisational staff in a typical developing economy and sector. Such knowledge provides a clear basis for allocating resources on people development endeavours.
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Keywords
Sudi Nangoli, Benon Muhumuza, Maureen Tweyongyere, Gideon Nkurunziza, Rehema Namono, Muhammed Ngoma and Grace Nalweyiso
The purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the…
Abstract
Purpose
The purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.
Design/methodology/approach
An explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.
Findings
The results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.
Research limitations/implications
The study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.
Practical implications
Organisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.
Originality/value
This article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).
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Keywords
Sudi Nangoli, Ambrose Kemboi, Charles Lagat, Rehema Namono, Swafiyya Nakyeyune and Benon Muhumuza
The purpose of this study is to examine the extent to which servant leadership behaviour as a non-financial mechanism influences changes in continuance commitment. Research that…
Abstract
Purpose
The purpose of this study is to examine the extent to which servant leadership behaviour as a non-financial mechanism influences changes in continuance commitment. Research that investigates effects on specific forms of commitment is likely to provide more tailored information, thereby enhancing the quality of resulting decisions.
Design/methodology/approach
This study used an explanatory approach to investigate the envisaged linkage between the study variables from a social-psychological perspective.
Findings
Findings revealed that servant leadership behaviour significantly influences the variations in continuance commitment.
Research limitations/implications
The data used were sourced from organisations in the health sector. Results were more likely to be limited to organisations dealing in services like healthcare, education, hospitality and business sectors. Also, since the data used were cross sectional, the application of results could be limited by changes in business cycle effects. Nevertheless, the study provides a direction of thought and a platform for a longitudinal study by future researchers.
Practical implications
Organisations have the option of relaying upon servant leadership behaviour as a non-financial mechanism of enhancing continuance commitment. This is likely to relieve the pressure on financial resources, especially for organisations in developing economies that often operate under conditions of economic scarcity.
Originality/value
This work is the first of its kind to describe the effect of servant leadership behaviour on continuance commitment in the health sector within Uganda which is a typical developing economy facing challenges of high attrition rates.