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In this global era every organization aims to retain its key workers through salary, incentives, rewards and recognition. Organizational learning culture and leaders' support are amongst those aspects that have not been focused on extensively by organizations to retain their key employees. The present study aims to investigate the relationship between organizational learning culture, leader‐member exchange quality, organizational commitment and turnover intention.

A total of 415 employees working in Malaysian banks were approached on the basis of convenience sampling. Respondents were asked about leader‐member exchange, organizational learning culture, organizational commitment and their intention to leave the organization through a questionnaire‐based survey.

Leader‐member exchange, organizational learning culture and organizational commitment are found to correlate with each other. Furthermore, structural equation modeling confirms that organizational commitment performs the role of mediator between organizational learning culture and turnover intention.

HR managers should know the importance of leaders' support and learning environment, as these affect employees' level of commitment, which ultimately reduces their intentions to leave the organization. Limitations are also discussed.

The current study elucidates the importance of learning culture for both employers and employees. It produces several unique findings and managerial takeaways for building a better organizational environment for employees to learn and stay with the organization.

The purpose of this paper was to investigate the relationship among organizational learning culture (OLC), psychological empowerment (PE), job satisfaction, affective organizational commitment and turnover intention, as very little has been conducted in this regard.

A quantitative research design was used via a questionnaire among 412 Malay-Chinese working in the banking and insurance sector of Malaysia.

OLC and PE were found to influence positively on job satisfaction and affective commitment, but negatively on turnover intention. In addition, job satisfaction was found to perform the role of mediator.

The study used self-reported data based on cross-sectional survey.

OLC and PE were found to influence affective commitment and turnover intention directly and indirectly, providing an avenue of approach for managers to retain their key employees.

The paper examines OLC and PE as antecedents of employees’ attitudes (i.e. job satisfaction, affective commitment and turnover intention), neglected variables along with the mediation of job satisfaction.

The study aims to examine the relationships between organizational learning culture (OLC), perceived organizational support (POS), affective commitment (AC) and turnover intention (TI) through empirical investigation across the service sector.

A total of 758 employees working in the Pakistani banking sector were approached through convenience sampling. A questionnaire-based survey was used to conduct the research.

A two-stage approach was applied using structural equation modeling (SEM). In the first stage, confirmatory factor analysis (CFA) was applied, and in the second stage, path coefficients were examined. The study found POS and OLC were positively associated with AC but negatively associated with TI. In addition, SEM confirms that AC performs the role of mediator.

The study has practical and theoretical implications for HR managers to reduce employees’ TI. Limitations are also discussed.

The study elucidates the importance of POS and OLC in enhancing AC and reducing TI.

The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan.

The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II).

Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance.

The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.

Creativity has become essential for organizations to remain competitive. Therefore, this paper aims to investigate the intervening role of knowledge sharing between affect-based trust and employee creativity. The study further investigates perceived organizational support as a conditional factor on the association between affect-based trust and employee creativity.

The study tackled the issue of common method variance by collecting data in dyads. Specifically, the study collected data from 368 employees and their supervisors working in various organizations in Pakistan through Google Forms in two waves. In the first wave, employees were approached on a convenience basis, whereas, in the second wave, data from their supervisors were collected.

Structural equation modeling was applied to test hypotheses. The study noted knowledge sharing as a mediator between affect-based trust and employee creativity. The study also noted that individuals with high perceptions of organizational support are more likely to strengthen the association between affect-based trust and knowledge sharing.

This study suggests management work on their employees’ affect-based trust-building. Employees who have relationships based on affect-based trust feel safe and are less afraid of being criticized for sharing their ideas and thoughts. This positively contributes to developing a cooperative environment which becomes the base for employee creativity.

Past studies have examined the association between general trust and employee creativity. To this backdrop, this study highlighted the importance of affect-based trust toward employee creativity. More specifically, drawing upon social exchange, this study is the first of its kind that examined the mediating role of knowledge sharing between affect-based trust and employee creativity, where perceived organizational support is examined as a conditional variable between affect-based trust and knowledge sharing.

This study aims to examine the association between responsible leadership and work engagement through the mediation of knowledge sharing. Further, the study explored the boundary condition of helping initiative behavior (HIB) between responsible leadership and knowledge-sharing (KS) behavior.

Considering work engagement as a global challenge, the data for this study was collected from 386 employees working in various organizations on convenience basis. Specifically, the data was collected in two waves through a questionnaire-based survey method and structural equation modeling was used for hypotheses testing.

The results reveal that responsible leadership directly and indirectly (through knowledge sharing) affects work engagement. In addition, HIB strengthens the association between responsible leadership and knowledge sharing.

The study collected data from a developing country. However, the findings suggest management should implement such practices that enable leaders to be more responsible. Such leaders create a learning environment that enhances knowledge sharing and promotes work engagement.

Based on social exchange, this study explored the mediating role of KS behavior between responsible leadership and work engagement and the conditional role of HIB between responsible leadership and KS behavior.

Organizational culture has been identified as an important factor in increased employee commitment. Particularly during a shortage of skilled workers, commitment is a meaningful indicator of higher loyalty and retention. However, limited research has studied the relationship between organizational culture and commitment from a global perspective. Most research focuses on specific aspects of culture and examines the aspects' effects on commitment separately. The author's objective is to identify influential organizational culture's dimensions and assess dimensions' relationship to commitment holistically.

For this purpose, the author analyzed a data set with 241,648 participants from 9 industries in Germany. The survey captures individual attitudes toward certain aspects of organizational culture and assesses workers' commitment to their organizations.

The results of a linear regression show that all cultural dimensions considered, namely transformational leadership behavior, team cohesion, compensation, fairness and caring attitude, if well-developed, positively and significantly influence organizational commitment. Interestingly, team cohesion has the greatest effect on commitment, followed by transformational leadership behavior, compensation, caring attitude and fairness.

This paper aims to examine the relationship between organizational culture and commitment holistically, thereby revealing which aspects of corporate culture are particularly important for increasing workers' commitment.

The purpose of the paper is to explore the relationship between workplace empowerment and employee commitment with quality of work life (QWL) as a mediator in the case of private healthcare employees in India.

The study used a structured questionnaire to collect primary data from 279 employees of private healthcare units in India. AMOS 20 was used to analyse the data.

Results of data analysis confirm that the proposed hypotheses of the study were significant. Structural equation modelling revealed a best-fit model that demonstrated QWL to be a significant partial mediator between workplace empowerment and employee commitment.

This work provides a pragmatic view about the action mechanism through which workplace empowerment can aid in generating commitment among healthcare employees. The paper also offers insights for healthcare managers, administrators and practitioners.

The research is an attempt to integrate the employees as the core long-term assets of the healthcare system. The study establishes the triadic and symbiotic alliance of workplace empowerment, QWL and employee commitment in the novel context of healthcare.

The study aims to purpose the role of the work environment (WE) towards employees’ performance (EP) in Pakistan’s health sector.

Data-wise, the study is cross-sectional and random sampling was used to glean the response from the trained health nurses in Pakistan. The survey questionnaire was used as a primary tool to collect the data. In total, 306 usable samples as used to infer the final consequences.

The structural equation modeling through AMOS 26.0 for windows resulted in a positive and significant effect of an organizational learning culture, supervisor support on EP. On the other hand, the impact of peer support on EP is not significant among the nurses in Pakistan.

The policymakers and planners in the health sector and government may address unemployment – are willing to join the health sector. Better performance through the WE would provide equity in health and would not violate fundamental human rights. This work may help human resource management bring advancement in organizational and social determinants of health equity and practical interventions to overwhelm health-care barriers.

The study overcomes the gaps in terms of the cross-sectional survey to measure nurses’ performance in Pakistan.