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Ec o n o m ic S c ie n c e s
Экономические науки
UDC 33
Th e Ro le o f J o b In vo lve m e n t a s a Me d iato r in Em p lo ye e s ’ Mo ra l Va lu e s - Orga n izatio n al Co m m itm e n t Re la tio n s h ip : B o s n ia n Ca s e
1 Muham m et Sait Dinc 2 Muzaffer Aydem ir
1 International Burch University, Bosnia and H erzegovina Managem ent Departm ent
2 Yildiz Technical University, Turkey Managem ent Departm ent
Abs tra c t. The purpose of this paper is to investigate the joint effects of em ployees' m oral values and job involvem ent on their organizational com m itm ent. Data were collected via a questionnaire survey of private educational institutions in Bosnia and Herzegovina and a total of 10 0 valid responses were received. It was found that although both m oral values and job involvem ent could enhance organizational com m itm ent, once the effects of job involvem ent are accounted for, the direct effects of m oral values on organizational com m itm ent dim inish to alm ost non-existent. This result provides strong evidence that the influence of em ployees’ m oral values on organizational com m itm ent is m ediated by job involvem ent.
Ke yw o rd s : job involvem ent; Bosnia and Herzegovina; m oral values; organizational com m itm ent.
In tro d u ctio n
The topic of values has been an im portant item of debate in m any areas, especially in the field of m anagem ent. Many philosophers and researchers have contributed to the term “values”. One of the m ost used definitions is the one by Rokeach (1973). H e described values as prescriptive and enduring standards that have cognitive, affective, and behavioral com ponents. Values affect m oral reasoning by influencing judgm ents about ethical and un ethical behavior (Hughes, Ginnett, and Curphy, 1993). There is an increasing body of em pirical evidence to support the positive effect of m oral and ethical values in organizations on em ployee com m itm ent and loyalty (Koh and Boo, 20 0 4; Andrews, Baker and H unt, 20 11)
Organizational com m itm ent which is a dependent variable in this study has been very im portant for organizations because of the desire to retain talented em ployees. A short definition of organizational com m itm ent is recognition with and devotion to the concerned organization and its targets (Blau & Boal, 198 7). Considerable work has been done on organizational com m itm ent by researchers from the field of organizational behavior in the last few decades (Benkhoff, 1997; Mathieu & Zajac, 1990 ). While som e of these studies investigate the relationship between organizational ethics and com m itm ent (Cullen, Parboteeah and Victor, 20 0 3; Trevino et al., 1998; Schiebel and Pochtrager, 20 0 3), others focus on correlations between organizational com m itm ent and job involvem ent (Cheloha & Farr, 198 0 ; Gechm an & Wiener, 1975).
On the other hand, job involvem ent is an individual’s com m itm ent or psychological identification to his / her job in a nutshell (Kanungo, 198 2). In m ost of the studies, it is defined as the degree to which one is psychologically engaged in and concerned with one’s current job (Paullay, Alliger and Stone– Rom ero, 1994; Saleh and H osek, 1976; Lodahl and Kejner, 1965). J ob involvem ent has gained im portance because of its significant role in generating positive organizational outcom es such as em ployee m otivation (H ackm an, & Lawler, 1971) and com m itm ent (Meyer, Paunonen, Gellaty, Goffin, & J ackson, 198 9; Mathieu, & Zajac, 1990 ; Ketchand, & Strawser, 20 0 1).
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com m itm ent. The m ain purpose of this study is to propose job involvem ent of em ployees in Bosnia and H erzegovina as a m ediator and to m easure its effects in m oral values - organizational com m itm ent relationship (see Figure 1).
B a c kgro u n d a n d H yp o th e s is
Rokeach (1973, p. 5) defined values as "determ inants of virtually all kin ds of behavior that could be called social behavior or social action, attitudes and ideology, evaluations, m oral judgm ents and justifications of self and others, com parisons of self with others, presentations of self to others, and attem pts to influence others". Rokeach's definition and values literature show that values are an integral part of our daily lives. They "determ ine, regulate, and m odify relations between individuals, organizations, institutions, and societies" (Agle and Caldwell, 1999, p. 327). In fact, m any studies have suggested that values will be even m ore im portant in governing the new organizational form s of tom orrow (Bradley and Craig, 1999). According to studies about top m anagem ent in business organizations, it has becom e clear that personal values are im portant determ inants in choosing corporate strategy (Guth and Tagiuri, 1965) and individuals with strong value system s have the tendency to behave m ore ethically than those with weak value com binations (H ughes et al., 1993). Briefly, values guide an individual’s behavior and can influence the entire organization (J iang, Lin and Lin, 20 11).
‘‘Values are central to the dom ain of m orality’’ (Pojm an, 1995, p. 93). Morality or m oral values concepts were developed by Schwartz (1992, 1994) and used by m any researchers. Moral values guide an individual’s behavior and influence the individual’s interactions with others (Sm all, 20 0 2). Business interactions are also guided by personal m oral values (Lewis, 198 5). Personal m oral values refer to the criteria by which individuals judge whether behavior is m orally right or wrong when interacting with other people. The place where this interaction occurs is the business organization. For better m anagem ent of organizations, greater knowledge of business-specific m oral values is necessary to understand the influence of m oral values on the business activities of organizations (J iang, Lin and Lin, 20 11). Recent scandals in the USA involving Tyco, Enron, and WorldCom have forced individuals and organizations to better understand m oral values and take them into consideration again. So, m anagers and hum an resources practitioners all have a stake in preventing their organization from becom ing victim s of unethical behaviour (Martin and Austin, 20 10 ).
In this study, the dependent variable which is affected by m oral values and job involvem ent is the em ployees’ organizational com m itm ent. Mowday et al. (198 2)'s organizational com m itm ent definition has been widely used in the literature. They define organizational com m itm ent as the relative strength of an individual’s identification with and involvem ent in a particular organization. They also m ention three characteristics of com m itm ent in their study: a belief in and acceptance of the values of the organization, a strong willingness to put in effort for the organization and the desire to rem ain with the organization. However, literature relevant for organizational com m itm ent concentrates on its dim ensions. There are m any m odels for the organizational com m itm ent dim ensions. One of the m ost fam ous ones is Allen and Meyer‘s three-com ponent m odel (1991). According to this m odel, the three com ponents are affective, continuance and norm ative. Affective com m itm ent is the em ployee’s em otional attachm ent to, identification with, and involvem ent in the organization. Continuance is com m itm ent based on the costs that the em ployee associates with leaving the organization. And norm ative com m itm ent is the em ployee’s feelings of obligation to stay with the organization (Allen and Meyer, 1990 b).
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influence organizational com m itm ent. Finally, Schiebel and Pochtrager (20 0 3) have reported that organizational ethics increases em ployee com m itm ent.
The literature in this setting has found a positive relationship between personal and organizational ethics specifically, and between m oral values and organizational com m itm ent generally; and likewise our study conducted in Bosnia and H erzegovina hypothesized that:
H 1: Moral values have a direct im pact on em ployee's organizational com m itm ent.
H 1(+)
H 3(+) H 2(+)
Figu re 1 Conceptual Fram ework
Another concept which has im portant effect on organizational com m itm ent is job involvem ent. J ob involvem ent is considered as an im portant em ployees’ job-related behaviour (Kanungo, 198 2) and is defined as “a belief descriptive of the present job and tends to be a function of how m uch the job can satisfy one’s present needs” (p. 342). Morrow (198 3, p.48 8) also defines it as "the degree to which a person is identified psychologically with his work".
Organizational researchers from all around the world consider job involvem ent as an im portant factor which affects both em ployees’ as well as organizational outcom es (Lawler, 198 6). Em ployees with high levels of job involvem ent m ake the job a central part of their personal character and focus m ost of their attention on their jobs (H ackett, Lapierre and H ausdorf, 20 0 1). J ob involvem ent and com m itm ent or loyalty have becom e key structures in m any studies and m ost of them found a strong relationship and correlations between them (Ch eloha and Farr, 198 0 ; Gechm an and Wiener, 1975; H all and Schneider, 1972; Mowday, Porter and Steers, 198 2; Mowday, Steers, and Porter, 1979; Rabinowitz and H all, 1977; Weissenberg and Gruenfeld, 1968 ; Wood, 1974). In Cohen’s (20 0 0 ) study, for exam ple, the relationship between job involvem ent and organizational com m itm ent was strong. Mathieu and Zajac (1990 ) also found m oderate relationship between job involvem ent and organizational com m itm ent. Finally, em ployees that internalize the appropriateness of being loyal to their organization (Meyer and Allen, 1997) are likely to be m ore involved in their job than those who do not. In accordance with recent em pirical studies that dem onstrated the positive im pact of job involvem ent on em ployees’ organizational com m itm ent; the second hypothesis of this study is that:
H 2: J ob involvem ent has a positive im pact on organizational com m itm ent.
Unfortunately, less research attention has been devoted to exploring the extent to which organizational com m itm ent is associated with em ployees’ m oral values or work ethic and their job involvem ent. Relevant literature indicates that job-involved persons perceive work as a very im portant aspect of their lives (Dubin, 1956; Rabinowitz and H all, 1977) and the ultim ate determ inant of job involvem ent should, according to this logic, be the value of one’s work in life (Kanungo, 1979); hence, em ployees with a strong work ethic should devote a significant am ount of tim e and involvem ent to their job (Lodhal, 1964; Lodhal and Kejner, 1965). In a recent m eta-analysis, Brown (1996) reported a strong corrected correlation between work ethic and job involvem ent. However, em ployees with a strong work ethic are not only likely to be m ore involved in their job, but also have a strong com m itm ent (Carm eli, 20 0 5).
Bosnia and H erzegovina is a developing country in the eastern part of Europe which experienced destruction in term s of trade and industry because of ethnic problem s and conflicts in 1990 s. Now, the country has gone through m ajor restructuring processes and attem pts to join in the European com m unity. Private and public institutions, which were closed during the conflict
Moral Values
Organizational
commitment
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years, have been reopened; trade and em ploym ent opportunities in the country have increased and new com panies have been established in a safe atm osphere during the previous decade. What are m oral values and job involvem ent of em ployees like, especially in private com panies and institutions after conflict; and what is the role of job involvem ent in the m oral values - em ployees’ organizational com m itm ent relationship in this country are questions which have awaken curiosity. On the basis of the above m entioned argum ents, this study posits that:
H 3: J ob involvem ent is a key m ediator in the em ployees' m oral values - organizational com m itm ent relationship.
Re s e arch Me th o d
Sam ple and data collection
A two-page questionnaire with three sections was used to collect data. The first section of the questionnaire consisted of questions about general properties of organizational com m itm ent. Questions about the work experience of em ployees and the num ber of different countries where em ployees had worked before the current organization were asked in this section. The second section was about dem ographics. The last section included questions designed to m easure m oral values and com m itm ent of em ployees, and their job involvem ent in the current organization.
All of the 14 questions were m easured with a seven-point Likert scale, with scale anchors ranging from “1” (strongly disagree) to “7” (strongly agree). The questionnaire was first prepared in English and then translated into Bosnian language. The translation of the questionnaire was done by experts who know both languages and respective cultures. Retesting of the questionnaire was adm inistered with ten respondents chosen conveniently from som e em ployees. The aim of the retest was to assess the validity of the questionnaire. The questions that were not fully understood were evaluated again and finalized for data collection.
Data were collected from private education institutions in Sarajevo, the capital city of Bosnia and H erzegovina. A total of 20 0 survey instrum ents were distributed to em ployees in three schools and a university. Participation was voluntary. The em ployees were requested to participate in the survey and to return the com pleted survey the next day. A total of 10 2 respondents returned surveys, of which 10 0 were usable, resulting in a response rate of 50 %.
Dem ographic and general inform ation about em ploym ent and organizational com m itm ent were analyzed through frequency and descriptive statistics. The dependent and independent variables were analyzed with a linear regression test.
M easures
The four-item scale developed by the authors was used to m easure m oral values of em ployees. And then, som e item s of two instrum ents were m odified and used to assess em ployees' job involvem ent in educational institutions by com bining three item s from the Organizational Com m itm ent Questionnaire developed by Porter et al (1974), with two item s from the job involvem ent questionnaire developed by Kanungo (198 2). These five item s were carefully selected and com bined in one single instrum ent. These are the item s included in the m odified instrum ent: (1) I am willing to put in a great deal of effort beyond that norm ally expected in order to help this com pany be successful, (2) This com pany inspires the very best in m e in the way of job perform ance, (3) I find that m y values and the com pany's values are very sim ilar, (4) I am very m uch involved personally in m y em ploying com pany, (5) My job m eans a lot m ore to m e than just m oney.
Finally, to m easure em ployees' com m itm ent to their organizations, the four- item scale was adopted from Zeitham l, Berry, and Parasuram an (1996). These are the item s: (1) I say positive things about m y organization to other people, (2) If I had to choose a job over again, I would consider this organization m y first choice, (3) I intend to stay with this organization at least for the next few years, (4) I would easily accept a job from an alternative em ployer that offers better econom ic benefits.
An a lys is a n d Re s u lts
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Ta ble 1: Dem ographic Variables of Em ployees
D e m o gra p h ic
Va ria ble s N % N % N %
In c o m e Le ve l
Ge n d e r
Age
Gro u p very low (0 -330
USD)
4 4,0 Male 68 68 ,0 20 -25 17 17,0
low (330 -660 USD) 43 43,0 Fem ale 31 31,0 26-29 36 36,0 average (660 -160 0
USD)
42 42,0 Total 99 99,0 30 -35 20 20 ,0
high (160 0 -260 0 USD)
7 7,0
36-40 21 21,0
very high (260 0 and m ore)
2 2,0
above 40 5 5,0
Total 98 98 ,0 Total 99 99,0 Missing 2 2,0 Missing 1 1,0 Missing 1 1,0 Total 10 0 10 0 ,0 Total 10 0 10 0 ,0 Total 10 0 10 0 ,0
Table 2 presents general properties of the em ployees reported in the surveys. 43 % of em ployees have been working in their firm s for 3 or m ore years. 49,0 % of the em ployees have no work experience in different countries. 47,0 % of them have work experience longer than 5 years. While 55,0 % of the em ployees who participated in the survey are Bosnian, 42 % of them are from other nations. 48 ,0 % had college or graduate education. 61 % of the participants have adm inistrative responsibility in their current organizations. Finally, Table 2 shows the desire of em ployees to leave their organization if they are offered a higher salary, status and friendlier environm ent and freedom . According to results of this part of survey questions, em ployees find enough opportunities for status, salary and freedom in their current organizations.
Ta ble 2 : General inform ation about Em ployees
Ge n e ra l In fo rm atio n N %
N %
W o rk Ex p e rie n ce in
D iffe re n t c o u n trie s
D u ratio n in Cu rre n t
B u s in e s s
1 32 32,0 1 30 30 ,0
2 9 9,0 2 27 27,0
3 6 6,0 3 13 13,0
4 2 2,0 4 13 13,0
5 or m ore 2 2,0 5 or m ore 17 17,0
none 49 49,0
Total 10 0 10 0 ,0 Total 10 0 10 0 ,0 W o rk Exp e rie n ce in
to tal N a tio n a lity
1 15 15,0 Turkish 40 40 ,0
2 13 13,0 Bosnian 55 55,0
3 14 14,0 Malaysian 1 1,0
4 10 10 ,0 Uzbekistan 1 1,0
5 or m ore 47 47,0
Total 99 99,0 Total 97 97,0
Missing 1 1,0 Missing 3 3,0
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Ed u c a tio n
Ad m in is tra tive Re s p o n s ibility in
Cu rre n t Orga n iza tio n
undergraduate 24 24,0 Yes 61 61,0
graduate 48 48 ,0 No 38 38 ,0
postgraduate 18 18 ,0
Total 90 90 ,0 Total 99 99,0
Missing 10 10 ,0 Missing 1 1,0
Total 10 0 10 0 ,0 Total 10 0 10 0 ,0 D e s ire fo r h igh e r
S a la ry
D e s ire fo r Mo re
Fre e d o m
yes 23 23,0 Yes 35 35,0
no 71 71,0 No 62 62,0
Total 94 94,0 Total 97 97,0
Missing 6 6,0 Missing 3 3,0
Total 10 0 10 0 ,0 Total 10 0 10 0 ,0 D e s ire fo r h igh e r
S tatu s
D e s ire fo r m o re Frie n d ly
En viro n m e n t
yes 18 18 ,0 Yes 27 27,0
no 77 77,0 No 67 67,0
Total 95 95,0 Total 94 94,0
Missing 5 5,0 Missing 6 6,0
Total 10 0 10 0 ,0 Total 10 0 10 0 ,0
The hypotheses were analyzed by a linear regression test. In the first two hypotheses, the study predicts a direct effect of Moral Values (H1) and J ob involvem ent (H 2) on em ployees’ organizational com m itm ent. The results show that the effects of Moral Values (b = 0 .38 , p = 0 .0 0 0 ) and J ob involvem ent (b = 0 .76, p = 0 .0 0 0 ) on organizational com m itm ent are both highly significant, hence they support for H1 and H 2 (Table 3).
H 3 predicts that job involvem ent is a m ediator between m oral values and organizational com m itm ent. We followed the procedure recom m ended by Baron and Kenny (198 6) in testing the existence of m ediating effects:
- the independent variable m ust affect the dependent variable; - the independent variable m ust affect the m ediators;
- the m ediators m ust affect the dependent variable; and
- when m ediators enter the m odel, the contribution of a previously significant independent variable m ust drop substantially for partial m ediation and becom e insignificant for full m ediation.
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Ta ble 3 : Regression Model Results
1. Equation: Mediator Variable= f(Independent
Variable)
2. Equation: Dependent
Variable= f(Independent
Variable)
3. Equation: Dependent Variable = f(Independent Variable and
Mediator Variable)
Model Independent Variable values
Independent Variable values
Independent Variable values
Mediator Variable
Values
M. Values - J . Involvem ent - org. com m itm ent
0 .768 (0 .0 68) (11.81)
0 .38 1(0 .12) (4.0 39)
0 .0 53(0 .0 92) (0 .73)
0 .745(0 .0 76) (10 .231)
D is c u s s io n a n d Co n c lu s io n
This study assesses the role of job involvem ent as a m ediator in the relationship between m oral values and organizational com m itm ent. It is found that although both m oral values and job involvem ent could enhance organizational com m itm ent, once the effects of job involvem ent are accounted for, the direct effects of m oral values on organizational com m itm ent dim inish to alm ost non-existent.
Firstly, congruent with recent literature (Andrews, Baker and H unt, 20 11), this study found a positive effect of m oral values on organizational com m itm ent. If an em ployee finds his or her values and the com pany's values very sim ilar, his or her com m itm ent to the firm increases and this affects outcom es of the com pany positively. People in Bosnia and H erzegovina suffered in the ethnic conflict of 1990 s. This cruel conflict has taught them how to appreciate values, especially m oral values. The results of this study show that the Bosnian people who see sim ilar m oral values in the com pany where they work appreciate it and becom e loyal to it.
J ob involvem ent is a very im portant concept which has significant influence on organizational com m itm ent. According to Saleh and H osek (1976), if the em ployee identifies him self/ herself with his/ her job, he/ she participates in it and considers his/ her perform ance im portant to his/ her self-worth. The higher positive relationships in previous studies between job involvem ent and organizational com m itm ent prove this idea (Cohen, 20 0 0 ; Mathieu and Zajac, 1990 ). The results of this study are consistent with the literature. People who are involved with their job have the tendency to becom e loyal to their organization and try to contribute to it. J ob involvem ent also seem s a very good m ediator between m oral values and organizational com m itm ent. Even though both m oral values and job involvem ent could influence organizational com m itm ent in a positive way, once the effects of job involvem ent are accounted for, the direct effects of m oral values on organizational com m itm ent decrease. So, this study suggests that job involvem ent and m orality of em ployees are very im portant in m aking em ployees loyal to their organization. Managers who understand this and try to enhance these two concepts with sem inars and training program s will be able to increase the com m itm ent of em ployees to their organization.
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1738
УДК 33
Роль вовлечениявработукак посредника в формировании моральных ценностей сотрудников – взаимодействие с организационной работой:
на примере Боснии
1 Мухаммет Саит Динк
2 Музаффер Айдемир
1 Международный университет Бёрч, Босния и Герцеговина
Кафедра менеджмента
2 Технический университет Йылдыз, Турция
Кафедра менеджмента
Аннотация. Цель данной работы – исследование совместного влияния моральных
ценностей сотрудников и их вовлечениев работуна организационнуюработу. Материал был
собран с помощью анкетного опроса в частных педагогических вузах Боснии и Герцеговины.
Врезультатебылополучено 10 0 отзывов. Было установлено, что хотя моральные ценности и
вовлечение в работу могут улучшить организационную работу, если брать за основу влияние
вовлеченности в работу, то прямое влияние моральных ценностей на организационные
способности практически сходит на нет. Данный результат доказывает, что влияние
моральных ценностей сотрудников на организационную работуопосредуется вовлечением в
работу.
