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This article explores the role of self-definition in identity enactment leading to organizational commitment. The current research employs an in-depth qualitative analysis to uncover the processes through which employees' self-definitions evolve in the identification process. Informants for this project are selected from the members of a manufacturing organization in Australia. The findings show that employees' desire to develop meaningful self-definition in relation to their profession or/and organization leads to a strong identification. Furthermore, the current research explores that strong identification provides employees with the meaning required for identity enactment, which, in turn, results in the enhancement of their commitment to the organization. This article offers a significant contribution to the literature in Human Resource Development (HRD) by illuminating the mechanisms through which employees' identities are shaped in relation to their profession and organization. HRD professionals can apply the findings to enhance employee commitment. Of central importance to HRD practitioners is the finding that employees will develop desirable organizational commitment if they can develop a meaningful identity with their profession within the organization. Thus, HRD practitioners should focus on developing practices that provide meanings through which employees can create a sense of belonging to their organization. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts. Design/methodology/approach: Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses. Findings: The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment. Practical implications: The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations. Originality/value: This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment. [ABSTRACT FROM AUTHOR]

Background: The study explored the role of emotional intelligence (EI) on employees' perceived wellbeing and empowerment, as well as their performance, by measuring their quality of care. Methods: The baseline data for the present project was collected from 78 staff of a Victorian aged care organization in Australia. Self-administered surveys were used to assess participants' emotional intelligence, general well-being, psychological empowerment, quality of care, and demographic characteristics. The model fit was assessed using structural equation modelling by AMOS (v 24) software. Results: The evaluated model confirmed that emotional intelligence predicts the employees' psychological empowerment, wellbeing, and quality of care in a statistically significant way. Conclusions: The current research indicates that employees with higher EI will more likely deliver a better quality of patient care. Present research extends the current knowledge of the psychological empowerment and wellbeing of employees with a particular focus on emotional intelligence as an antecedent in an under-investigated setting like aged care setting in Australia. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to enhance the understanding of how identification process is associated with development of organizational commitment. Design/methodology/approach: A mixed-method approach incorporating surveys and interviews was employed. Data were obtained from a manufacturing organization in Australia. A clustering method was employed to identify commitment profiles. Respondents belonging to the clusters representing commitment profiles associated with desirable organizational outcomes were identified for the qualitative stage of the research. Findings: The results showed that both organizational identity and professional/occupational identity are positively linked to the development of organizational commitment. An in-depth analysis of the qualitative data demonstrated that engagement of personal/individual level of self in identification process enhances the development of organizational commitment. Practical implications: The findings suggest that human resource managers can build an effective identification process by strengthening feelings of organizational identity and creating a positive organizational image. Originality/value: To the best of the author's knowledge, this study is the first to employ a mixed-method approach to explore the relationship between organizational commitment and identification process. A mixed-method approach, on the one hand, enabled us to build on the existing objectivist commitment literature and explore commitment profiles, and on the other hand, it allowed us to provide a more complete and contextual portrayal of organizational commitment and identification process through qualitative interpretive strategies. [ABSTRACT FROM AUTHOR]