Search results

The study examines whether affective organizational commitment and its drivers differ between Polish female and male employees.

Our proprietary data are from ongoing surveys conducted by a major Polish HR consulting firm. The nationwide survey of nearly 3,000 Polish workers in 2020 constitutes the data set in this analysis. Regression analysis is applied to analyze the relationship between organizational commitment, gender and other variables.

The study provides support for the job model, that is, women and men have similar levels of commitment once all other factors are controlled. Although the results show that, ceteris paribus, the organizational commitment of women is statistically significantly higher than that of men, the effect size is trivial in practical terms. The study also discloses the fact that the determinants of organizational commitment of men and women are similar, thus refuting a commonly held notion about gendered job attribute preferences. Support for gender as a moderator between organizational commitment and its antecedents is not found. COVID-19-related work adjustments do not seem to have affected the commitment of Polish male and female workers to their employers.

The study adds to the scarce empirical literature on organizational commitment in Poland. To date, only a small number of such studies exist for Poland, and all of them use small homogeneous samples and limited questionnaires. The results are of value to researchers as well as HR managers seeking to improve long-term commitment to organizations.

The study examines the relationship between perceived unfair pay and job satisfaction and how this relationship is contingent on organizational hierarchical rank.

The proprietary data are from ongoing surveys of individual workers conducted by a major Polish human resource consulting firm. The pooled cross-section dataset is comprised of nearly 330,000 individuals working in the Polish labor market during 2015–2017. Drawing upon various theories, the authors formalize and test three hypotheses. The estimations are performed using the ordered probit method.

Ceteris paribus, job satisfaction is increasing with organizational hierarchical rank; perceived unfairness of pay is negatively associated with job satisfaction, and organizational hierarchical rank exacerbates this negative relationship by making it stronger for employees holding higher organizational positions.

First, prior research is mainly confined to studying pay satisfaction as a contributing factor to job satisfaction, and perceived fairness of pay was rarely considered. Second, very few studies examine the role of hierarchical level as a moderator in the relationship between organizational justice and workplace outcomes. Third, the authors add to the scarce empirical literature on job satisfaction for post-Communist Central and East European countries as only a limited number of such studies exist for Poland.