Organizational Power and Job Responsibilities as Predictors of Affective Organizational Commitment

Abstract

This study aimed to identify predictors of affective organizational commitment (AOC) by examining how organizational power and job responsibilities predicted it, and by testing organizational involvement as a mediator. Primary data were collected through M-Turk using availability sampling. Overall, 2,212 participants provided data for the study. The study answered four primary questions: 1. To what extent did the predictive factors significantly predict AOC? 2. To what extent did the mediator factor independently predict AOC? 3. What were the mediated effects of the predictive factors on AOC? 4. What were the total effects of all factors on AOC?

Structural equation modeling test results showed that departmental authority did not uniquely predict AOC, and departmental job responsibilities did not predict organizational involvement. However, departmental authority predicted organizational involvement; organizational-wide authority predicted both organizational involvement and AOC; and organizational involvement predicted AOC. Also, the mediated effect of departmental authority and job responsibilities on AOC was very weak, whereas the mediated effect of organization-wide authority on AOC was strong. The total effect of organizational involvement on AOC was strongest, followed by organization-wide authority, departmental job responsibilities, and departmental power. The paper discussed the implications of the findings and recommendations for future studies.