The role of organizational commitment in employee turnover in logistics activities of food supply chain

Živković, Anna; Franjković, Jelena; Dujak, Davor

doi:10.17270/J.LOG.2021.536

Artykuł - szczegóły

Tytuł artykułu

The role of organizational commitment in employee turnover in logistics activities of food supply chain

Autorzy

Živković Anna , Franjković Jelena , Dujak Davor

Treść / Zawartość

Pełne teksty:

Pobierz

Identyfikatory

DOI

10.17270/J.LOG.2021.536

Warianty tytułu

Rola organizacyjnego zaangażowania kierownictwa w obrębie logistyki w łańcuchach dostaw żywności

Języki publikacji

Abstrakty

Background: Due to challenging times caused by the global pandemic and the common dynamic reality of contemporary food supply chains, logistics employees inevitably become the most valuable resource. Companies are forced to continuously monitor and forecast employee satisfaction and possible turnover intention. The paper aims to explore the impact of organizational commitment on the turnover intention among employees in logistics organizations of food supply chain companies. While the direction of this impact is rather unquestionable, the main purpose is to determine the strength of correlation and defining the more dominant commitment aspect in shaping turnover intention. Methods: A primary empirical study was conducted on a sample of 121 employees working on logistics activities workplaces from 5 companies in the food supply chain in Croatia. The turnover intention scale and organizational commitment scale were used to measure the effect of organizational commitment on turnover intention. For regression analysis, and structural equation modeling (SEM), SPSS 21.0, and AMOS 21.0 software were used to analyze the relationship of these variables. Results: After testing the proposed structural model and achieving the model fit, the explanation of variance in turnover intention was 43.4%, and after including the activity type and the personal monthly income as control variables, 44.5%. The strong, direct, significant, and negative influence of affective organizational commitment on employee turnover intention has been proven, while there was no significant influence of normative commitment. Control variables have improved the model, but without significant influence on turnover intention. Conclusions: This research has filled the gap and highlighted the importance of overall organizational commitment among employees in logistics activities, emphasizing affective commitment. It was confirmed that an emotional connection with the organization is of particular importance to retain employees in the organization. Organizations’ investment in building and strengthening long-term affective commitment is time-consuming and seeks for interpersonal skills for managers, which could be neglected in logistics activities focused on flow improvement.

Wstęp: Ze względu na zmieniające się warunki, wynikające z globalnej pandemii oraz dynamicznie zmieniającej się rzeczywistości, w której działa łańcuch dostaw żywności, pracownicy logistyki stają się bardzo ważnych zasobem. Przedsiębiorstwa są zmuszone do ciągłego monitorowania i estymowania poziomu zadowolenia zatrudnionych. Celem pracy jest zbadanie wpływu zaangażowania organizacyjnego na zmianę nastawienia wśród pracowników logistyki przedsiębiorstw działających w obrębie łańcucha dostaw żywności. Choć wpływ ten jest raczej niepodlegający dyskusji, to głównym celem jest określenie siły korelacji i zdefiniowanie dominującego czynnika wpływającego na zmianę nastawienia. Metody: Podstawowa analiza empiryczna została przeprowadzona na próbie 121 zatrudnionych pracujących na stanowiskach logistycznych w 5 przedsiębiorstwach działających w łańcuchach dostaw żywności w Chorwacji. Skala zmian nastawienia oraz zaangażowania organizacyjnego zostały użyte do zmierzenia efektu wpływu zaangażowania organizacyjnego na zmianę nastawienia pracowników. Dla przeprowadzenia analizy regresji i modelowania strukturalnego SEM, zostało użyte oprogramowanie SPSS 21.0 oraz AMOS 21.0. Wyniki: W wyniki przetestowania proponowanego modelu strukturalnego, otrzymano wyniki zmiany nastawienia w wysokości 43,4%, a po uwzględnieniu typu aktywności oraz miesięcznego poziomu pensji jako zmiennych kontrolnych, 44,5%. Silny, bezpośredni, istotny i negatywny wpływ organizacyjnego zaangażowania na zmianę nastawienia pracowników został udowodniony, podczas gdy nie wykazano istotnego wpływu dla standardowego zaangażowania. Zmienne kontrolne poprawiły model ale bez istotnego wpływu na zmianę nastawienia. Wnioski: Praca wypełnia lukę w prowadzonych badaniach i zwraca uwagę na istotność zaangażowania organizacyjnego dla pracowników logistyki, podkreślając istotę zaangażowania emocjonalnego. Zostało potwierdzone, że emocjonalna więź w obrębie organizacji pomaga utrzymać zatrudnionych. Inwestycja organizacji w budowaniu i wzmacnianiu długoterminowego emocjonalnego zaangażowania wymaga sporo czasu i konieczności wśród kierownictwa umiejętności interpersonalnych, które mogą być lekceważone w obrębie działalności logistycznej skupionej na poprawie przepływów.

Słowa kluczowe

logistics activities food supply chain organizational commitment employee turnover intention structural equation modeling

działalność logistyczna łańcuch dostaw żywności zaangażowanie organizacyjne modelowanie strukturalne

Wydawca

Wyższa Szkoła Logistyki

Czasopismo

LogForum

Rocznik

2021

Tom

Vol. 17, no. 1

Strony

25--36

Opis fizyczny

Bibliogr. 53 poz., rys., tab.

Twórcy

autor

Živković Anna

ana.zivkovic@efos.hr

Josip Juraj Strossmayer University of Osijek, Trg Lj. Gaja 7, 31000, Osijek, Croatia

https://orcid.org/0000-0002-6469-4377

autor

Franjković Jelena

jelena.franjkovic@efos.hr

Josip Juraj Strossmayer University of Osijek, Trg Lj. Gaja 7, 31000, Osijek, Croatia

https://orcid.org/0000-0001-7725-3098

autor

Dujak Davor

ddujak@efos.hr

Josip Juraj Strossmayer University of Osijek, Croatia, Izidora Krsnjavoga 7, 31000 Osijek, Croatia

https://orcid.org/0000-0003-2663-8849

Bibliografia

1. Acar A.Z., 2012. Organizational culture, leadership styles and organizational commitment in Turkish logistics industry, Procedia-Social and Behavioral Sciences, 58, 217-226, http://doi.org/10.1016/j.sbspro.2012.09.995.
2. Anandhi K., Perumal R., 2013, Job satisfaction in logistics sector: A review and research agenda, International Journals of Marketing and Technology, 3(5), 114-126.
3. Awang Z., Afthanorhan A., Asri M.A.M., 2015. Parametric and Non Parametric Approach in Structural Equation Modeling (SEM). The Application of Bootstrapping, Modern Applied Science. 9(9), 58-67, http://doi.org/10.5539/mas.v9n9p58.
4. Bingham J.B., Mitchell B.W., Bishop D.G., Allen N.J., 2013. Working for a higher purpose: A theoretical framework for commitment to organization-sponsored causes, Human Resource Management Review, 23(2), 174-189, http://doi.org/10.1016/j.hrmr.2012.07.004.
5. Bluedorn A.C., 1982. A unified model of turnover from organizations, Human Relations, 35(2), 135-153, http://doi.org/10.1177/001872678203500204.
6. Bonds A.A., 2017. Employees' Organizational Commitment and Turnover Intentions, A dissertation presented to the Walden University, College of Management and Technology.
7. Bothma C.F.C., Roodt G., 2013. The validation of the turnover intention scale, SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 11(1), 507-519, http://doi.org/10.4102/sajhrm.v11i1.507.
8. Bryant P.C., Allen D.G., 2013. Compensation, Benefits and Employee Turnover, Compensation & Benefits Review, 45(3), 171-175, http://doi.org/10.1177/0886368713494342.
9. Choi Y.R., Kim H.D., 2017. The Effect of Service Orientation Effort on Job Satisfaction, Organizational Commitment and Turnover Intention in Logistics Firms, Journal of Korea Port Economic Association, 33(2), 33-52, http://doi.org/10.4236/jss.2020.86013.
10. Ciszewski M., Wyrwicka M.K., 2020. Shopfloor management (SFM) as a tool for improving control of production and visualization of results. LogForum 16 (2), 299-310, http://doi.org/10.17270/J.LOG.2020.385
11. Eckler J., 2010. Why we need to re-invent logistics outsourcing, Wareh Forum, 25(11), 1-3, Available on the Internet: https://ecklerassociates.com/wp-content/uploads/2016/10/Ackerman.pdf(29/07/2020).
12. Eslami J., Gharakhani D., 2012. Organizational Commitment and Job Satisfaction, ARPN Journal of Science and Technology, 2(2), 85-91
13. Farrell, A.M., 2010. Insufficient discriminant validity: A comment on Bove, Pervan, Beatty, and Shiu (2009). Journal of Business Research, 63(3), 324-327, http://doi.org/10.1016/j.jbusres.2009.05.003
14. Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models with unob-servable variables and measurement error. Journal of marketing research, 18(1), 39-50, http://doi.org/10.2307/3151312.
15. Guo-ying W, 2007. Analysis of the Employee Turnover of Logistics Enterprises [J], Logistics Sci-Tech, 7. Available on the Internet: https://en.cnki.com.cn/Article_en/CJFDTotal-LTKJ200707041.htm (17/08/2020).
16. Hair J.F., Black W.C., Babin B J., Anderson R.E., 2014. Multivariate data analysis: Pearson new international edition. Essex: Pearson Education Limited.
17. Harter J., Adkins A., 2015. What great managers do to engage employees, Harvard Business Review. Available on the Internet: https://hbr.org/2015/04/what-great-managers-do-to-engage-employees(11/03/2019).
18. Henseler J., Fassott G., 2009. Testing Moderating Effects in PLS Path Models: An Illustration of Available Procedures, Handbook of Partial Least Squares, 713-735, http://doi.org/10.1007/978-3-540-32827-8_31.
19. Hofbauer F., Putz L.-M., 2019. Can gamification reduce the shortage of skilled logistics personnel? In: Kersten W., Blecker T., Ringle C.M. (Ed.): Artificial Intelligence and Digital Transformation in Supply Chain Management: Innovative Approaches for Supply Chains. Proceedings of the Hamburg International Conference of Logistics (HICL), 27, 331-354, http://doi.org/10.15480/882.2475.
20. Holtom B.C., Mitchell T.R., Lee T.W., Eberly M.B., 2008. 5 turnover and retention research: a glance at the past, a closer review of the present, and a venture into the future, The Academy of Management Annals, 2(1), 231-274, http://doi.org/10.1080/19416520802211552
21. Jaros S., 2007. Meyer and Allen Model of Organizational Commitment: Measurement Issues, The Icfai Journal of Organizational Behavior, 6(4), 1-20.
22. Johns G., 2001. The Psychology of Lateness, Absenteeism, and Turnover: Handbook of Industrial, Work and Organizational Psychology, London: SAGE.
23. Keller S.B., Ozment J., 2009. Research on personnel issues published in leading logistics journals, The International Journal of Logistics Management, 20(3), 378-407, http://doi.org/10.1108/09574090911002832
24. Kim T., Chang K., 2014. Turnover Intentions and Organizational Citizenship Behaviours in Korean Firms: The Interactional Effects of Organizational and Occupational Commitment, Asia Pacific Business Review, 20(1), 59-77, http://doi.org/10.1080/13602381.2011.640538.
25. Kline R., 2011. Principles and Practice of Structural Equation Modeling, 3rd Edition. Guilford Press. New York.
26. Larkin I.M., 2015. Job Satisfaction, Organizational Commitment, and Turnover Intention of Online Teachers in the K-12 Setting, Doctor of Education in Instructional Technology Dissertations. Available on the Internet: https://digitalcommons.kennesaw.edu/cgi/viewcontent.cgi?article=1003&context=instruceddoc_etd (26/01/2019)
27. Lee T.W., Hom P.W., Eberly M.B., Mitchell T.R., 2017. On the Next Decade of Research in Voluntary Employee Turnover, Academy of Management Perspectives, 31(3), 201-221, http://doi.org/10.5465/amp.2016.0123.
28. Maloni M.J., Campbell S.M., Gligor D.M., Scherrer C.R., Boyd E.M., 2017. Exploring the effects of workforce level on supply chain job satisfaction and industry commitment, The International Journal of Logistics Management, 28(4), 1294-1318, http://doi.org/10.1108/IJLM-10-2016-0235.
29. Maslić Seršić D., 1999. An empirical test of Meyer and Allen's three-component model of organizational commitment in a Croatian context, Review of psychology, 6(1-2), 17-24.
30. McInerney D.M., Ganotice F.A., King R.B., Marsh H.W., Morin A.J.S., 2015. Exploring commitment and turnover intentions among teachers: What we can learn from Hong Kong teachers, Teaching and Teacher Education, 52, 11-23, http://doi.org/10.1016/j.tate.2015.08.004.
31. Meyer J.P., Allen N.J., 1984. Testing the “side-bet theory” of organizational commitment: Some methodological considerations, Journal of Applied Psychology, 69(3), 372-378, http://doi.org/10.1037//0021-9010.69.3.372.
32. Meyer J.P., Allen N.J., Gellatly I.R., 1990. Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations, Journal of Applied Psychology, 75(6), 710-720, http://doi.org/10.1037/0021-9010.75.6.710.
33. Min H., 2004. An examination of warehouse employee recruitment and retention practices in the USA, International Journal of Logistics Research and Applications, 7(4), 345-359, http://doi.org/10.1080/13675560412331282948.
34. Min H., 2007. Examining sources of warehouse employee turnover, International Journal of Physical Distribution & Logistics Management, 37(5), 375-388, http://doi.org/10.1108/09600030710758437
35. Mowday R.T., Steers R.N., Porter L.W., 1979. The measurement of organisational commitment, Journal of vocational behaviour, 14(2), 224-247, http://doi.org/10.1016/0001-8791(79)90072-1.
36. Niewiadomski P., 2020. Corporate maturity desiderata in the face of the COVID-19 pandemic - the digital plane of logistics microfoundations. LogForum 16 (4), 503-519, http://doi.org/10.17270/J.LOG.2020.495
37. Odważny F., Wojtkowiak D., Cyplik P., Adamczak M., 2019. Concept for measuring organizational maturity supporting sustainable development goals. LogForum 15 (2), 237-247, http://doi.org/10.17270/J.LOG.2019.321
38. Pepra-Mensah J., Adjei N.L., Yeboah-Appiagyei K., 2015. The Effect of Work Attitudes on Turnover Intentions in the Hotel Industry: The Case of Cape Coast and Elmina (Ghana), European Journal of Business and Management, 7(14), 114-121.
39. Robbins S.P., Judge T.A., 2010. Organizacijsko ponašanje [Organizational behavior], Paerson, Prentice Hall, Mate, Zagreb, Zagrebačka škola ekonomije i menadžmenta, 12th edition.
40. Robbins S.P., Judge T.A., 2017. Organizational Behavior, Paerson, Prentice Hall, 17th edition.
41. Rossiter J. R., 2002. The C-OAR-SE procedure for scale development in marketing. International Journal of Research in Marketing, 19(4), 305-335. Available on the Internet: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.831.735&rep=rep1&type=pdf (30/05/2019)
42. Schreiber J.B., Nora A., Stage F.K., Barlow E.A., King J., 2006. Reporting structural equation modeling and confirmatory factor analysis results: A review, The Journal of educational research, 99(6), 323-338, http://doi.org/10.3200/JOER.99.6.323-338.
43. Schwepker Jr. C.H., 2001. Ethical climate’s relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce, Journal of Business Research, 54(1), 39-52, http://doi.org/10.1016/s0148-2963(00)00125-9.
44. Shuck B., Reio T., 2014. Employee enga-gement and well-being: A moderation model and implications for practice, Journal of Leadership & Organizational Studies, 21(1), 43-58, http://doi.org/10.1177/1548051813494240.
45. Sishuwa, Y., Phiri, J., 2020. Factors Influencing Employee Retention in the Transport and Logistics Industry. Open Journal of Social Sciences, 8(6), 145-160.
46. Treuren G., 2013. The relationship between perceived job alternatives, employee attitudes and leaving intention, Anzam, 1-18. Available on the Internet: https://www.anzam.org/wp-content/uploads/pdf-manager/111_ANZAM-2013-243.PDF(06/08/2020)
47. Vandenberghe C., Bentein K., Stinglhamber F., 2004. Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes, Journal of Vocational Behavior, 64(1), 47-71, http://doi.org/10.1016/S0001-8791(03)00029-0.
48. Vandenberghe C., Pannacio, A., 2015. Delving into the motivational bases of continuance commitment: Locus of control and empowerment as predictors of perceived sacrifice and few alternatives, European Journal of Work and Organizational Psychology, 24(1), 1-14, http://doi.org/10.1080/1359432X.2013.844126.
49. Vitasek K., 2013. Supply Chain Management Terms and Glossary, Council of Supply Chain Management Professionals, SCVisions.com.
50. Wayne S.J., Shore L.M., Liden R.C., 1997. Perceived organizational support and leader-member exchange: A social exchange perspective, Academy of Management Journal, 40(1), 82-111, http://doi.org/10.5465/257021.
51. Williams B., Onsman, A., Brown T., 2010. Exploratory factor analysis: A five-step guide for novices, Australasian Journal of Paramedicine, 8(3), http://doi.org/10.33151/ajp.8.3.93.
52. Yamazakia Y., Petchdee S., 2015. Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand, Journal of Business and Management, 4(4), 22-38, http://doi.org/10.12735/jbm.v4i4p22.
53. Yong A.G., Pearce S., 2013. A Beginner’s Guide to Factor Analysis: Focusing on Exploratory Factor Analysis, Tutorials in Quantitative Methods for Psychology, 9(2), 79-94, http://doi.org/10.20982/tqmp.09.2.p079.

Uwagi

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2021).

Typ dokumentu

Bibliografia

Identyfikator YADDA

bwmeta1.element.baztech-66bc00ef-30ba-4326-a10b-f2caa46cb06c