Exploring determinants of job involvement: an empirical test among senior executives

Abraham Carmeli

International Journal of Manpower, 2005, vol. 26, issue 5, 457-472

Abstract: Purpose - This study proposes and tests a model that attempts to explain the role of situational and personal‐related factors relating to why top executives become involved in their jobs. Design/methodology/approach - Building on job involvement, literature, the present study involved senior managers employed in public sector organizations in Israel. Data were collected through structured surveys. A total of 98 usable questionnaires were returned (a response rate of 37.4 percent). Path analysis, using AMOS 4.01 program, was conducted to assess the research model. Findings - The results indicate that both situational and personal‐related factors predict job involvement. The findings show that the relationship between perceived external prestige and job involvement is mediated by affective commitment, and that the relationship between protestant work ethic and job involvement is mediated by normative commitment. Research limitations/implications - This research is one effort to unraveled situational and personal‐related factors that affect the degree to which senior managers become highly involved in their job. The findings shed light on the process that job involvement is developed among senior executives. Future research, however, should apply a longitudinal design to fully understand the dynamic process of becoming involved in a job among people who are being promoted to senior managerial positions. Practical implications - Being involved in a job may produce both positive and negative consequences at both the individual and organization level. Thus, efforts should be directed to fit and balance expectations, needs and interests of both sides. Originality/value - This study provides useful information on the determinants of job involvement among top executives

Keywords: Job commitment; Employee involvement; Senior managers; Israel (search for similar items in EconPapers)
Date: 2005
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Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:01437720510615143

DOI: 10.1108/01437720510615143

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