Search results

Organizational justice and its impact on employee commitment have received a lot of attention these days. The objective of this study is to see the effect of job satisfaction as a mediator in the relationship between organizational justice and employee commitment. Also, the role of academic rank as a moderator in the model is probed.

A moderating mediation structural equation model was used for randomly collected cross-section data on 285 employees from public universities in Ethiopia. Necessary condition analysis (NCA) was employed to check the importance of the variables. The Gaussian copula approach was used to check endogeneity in the structural model.

NCA confirms the importance of organizational justice and employee satisfaction as the independent variables. The Gaussian copula approach reveals no endogeneity problems in the structural model. The results supported the partial mediating role of job satisfaction in organizational justice and academic staff’s commitment. Moreover, though staff rank is not a necessary condition, it plays the role of moderator in the relationship between academic staff’s job satisfaction and commitment.

This paper affirms that public institutions must implement fair initiatives and procedures to promote academic staff satisfaction and commitment.

This is the first study to check the job rank as a moderator in the model comprising organization justice, employee commitment and satisfaction. Moreover, application of NCA and Gaussian copula adds to methodological innovation.

This study aims mainly to examine the mediating role of public service motivation (PSM) in the relationship between servant leadership and employee performance in the context of Ethiopian public sector organization employees.

A survey design has been used, where all the 154 employees from seven public sector organizations participated. A confirmatory factor analysis employed on the 149 valid responses further validated the hypothesized model.

The study supported the significant relationship between servant leadership, public service motivation and job performance. Moreover, it exhibited a complete mediating effect of public service motivation, on the relationship between servant leadership and an employee's job performance.

The successful mediation of PSM into servant leadership and job performance indicates that the new government must focus on empowering colleagues to have a say in the department-level policy formulation process.

The novelty of this study stems from the fact that it is a rare study that investigates the relationship between PSM and servant leadership and job performance in Africa, particularly in Ethiopia, where a regime change in 2018 triggered a flurry of reforms to the public sector work culture.

The purpose of this paper is to examine the mediating role of employee commitment into the relationship of team culture and job performance at multi-level, in the context of Ethiopian public sectors.

In the adopted survey design, data were collected from two sources. In the rural development sector of Bale zone in Oromia regional state of Ethiopia, 108 randomly selected employees participated in the survey and also their corresponding 13 team supervisors. By using referent-shift consensus, the individual responses on team culture have been aggregated to team-level scores. In the multi-level modeling, the mediation effect of employee commitment was checked by using Monte Carlo simulation.

The analysis reveals that employee commitment significantly cross-mediates into the relationship between team culture and job performance. In line with the extended model of team motivation, team culture was found to be significantly cross-related with individual job performance also.

This paper contributes to the knowledge regarding the effects of team culture on employee commitment and job performance. Based on the competing values framework, the authors argue that the cohesion and strong camaraderie among members within a work team establishes a team culture within the organization culture itself.

The novelty of this study lies in the fact that; it is the first study to see the indirect effect of team culture on job performance through employee commitment at multi-level.