Predicting organisational commitment: The role of line manager communication, employee trust and job satisfaction

South African Journal of Business Management


 
 
Field Value
 
Title Predicting organisational commitment: The role of line manager communication, employee trust and job satisfaction
 
Creator Ndlovu, Tatiana Quaye, Emmanuel S. Saini, Yvonne K.
 
Subject Communication; internal marketing; organisational behaviour line manager communication; employee trust; job satisfaction; organisational commitment; financial services; South Africa.
Description Purpose: This study examines the influence of line manager communication (LMC) on affective organisational commitment through the mediating mechanisms of employee trust and job satisfaction. The study further investigates the moderation effect of line manager communication and employee trust to explain affective organisational commitment.Design/methodology/approach: Data for the study were collected from employees at different organisational levels in the financial services sector of South Africa through an online survey hosted on Qualtrics. A covariance-based structural equation modelling (SEM) was performed to assess the various hypotheses by using Mplus. The moderation analysis used the latent moderated structural (LMS) model approach, which utilises the unique capabilities of SEM.Findings/results: The results show that LMC does not independently influence organisational commitment. However, LMC indirectly influences affective organisational commitment through employee trust and job satisfaction. Moreover, the findings indicate that LMC positively influences affective organisational commitment under conditions of high employee trust.Practical implications: Firms should develop the communication skills of line managers to foster employee trust and job satisfaction to contribute to employee commitment. Line manager communication should be nurtured, especially in high-paced financial services firm environments, for employee trust and job satisfaction to be enhanced, and in turn, improve organisational commitment.Originality/value: The findings demonstrate that LMC does not independently influence organisational trust. Instead, line managers should focus their communications on improving employee trust and job satisfaction if they seek to foster strong employee identification with firm goals and vision.
 
Publisher AOSIS
 
Contributor
Date 2021-04-13
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion —
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajbm.v52i1.2355
 
Source South African Journal of Business Management; Vol 52, No 1 (2021); 11 pages 2078-5976 2078-5585
 
Language eng
 
Relation https://sajbm.org/index.php/sajbm/article/view/2355/1771 https://sajbm.org/index.php/sajbm/article/view/2355/1770 https://sajbm.org/index.php/sajbm/article/view/2355/1772 https://sajbm.org/index.php/sajbm/article/view/2355/1769
 
Coverage — — Age; Gender; Education; Ethnicity; Experience
Rights Copyright (c) 2021 Tatiana Ndlovu, Emmanuel S. Quaye, Yvonne K. Saini https://creativecommons.org/licenses/by/4.0