Co-worker Support as Moderator on the Relationship between Compensation and Transactional Leadership in Organizational Commitment

In this paper the authors analyzed the impact of compensation and transactional leadership style on organizational commitment. Additionally, coworker support was used as a moderator to further the understanding of the relationship between compensation, transactional leadership style and organization...

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Bibliographic Details
Published in:Journal of economic & management perspectives 2016-12, Vol.10 (4), p.695-709
Main Authors: Ahmad, Ashfaq, Bibi, Palwasha, Majid, Abdul H A
Format: Article
Language:English
Subjects:
Business ethics
Compensation
Competition
Competitive advantage
Developing countries
Employee involvement
Employees
Higher education
Hypotheses
Job satisfaction
LDCs
Leadership
Literature reviews
Management styles
Public sector
Social exchange theory
Studies
University faculty
Work ethic
Workforce
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Summary:In this paper the authors analyzed the impact of compensation and transactional leadership style on organizational commitment. Additionally, coworker support was used as a moderator to further the understanding of the relationship between compensation, transactional leadership style and organizational commitment. Total 200 survey questionnaires were collected by using stratified random sampling. Partial Least Squares Method (PLS) techniques were used to test the hypothesis. The result revealed that compensation and transactional leadership style have significant relation with organizational commitment. The result also showed that compensation and transactional leadership style are vital factors affecting the organizational commitment of faculty members in public sector Higher Education Institutions. Moreover, the results supported the predicted hypothesis for the buffering effect of coworker support on the relationship compensation, transactional leadership style and organizational commitment. In the last section recommendations, limitations and implications were highlighted.
ISSN:2523-5338
2523-5338