The current study examined the role of affective commitment in the relationship between perceived organisational support (POS), job stress, and quitting intention of mining sector employees. The participants were 407 employees of a mining company in Ghana (females = 41.8%, manager = 41.3%, mean age = 2.13 years, SD = 0.77 years). They completed existing measures of perceived organisational support, job stress, affective organisational commitment, affective occupational commitment, and turnover intention. Following mediated-moderated analysis, the results showed the employee’s perceived job stress to mediate the relationship between POS and turnover intention. Additionally, affective organisational and occupational commitments moderated the relationship between job stress and turnover intention such that the relationship between job stress and turnover intention was less positive when affective commitments are high. From these findings, we conclude that providing employees with perceived organisational support will not only help reduce stress-related turnover intention, but may also help employees to develop an emotional attachment which will buffer the effect of stress on turnover intention.

Purpose: Based on the trait activation theory, the current study systematically integrates how autonomy interacts with proactivity to influence the relationship between ethical leadership style and employee creativity.Design/methodology/approach: Using simple random sampling and questionnaires, a sample of 475 engineering employees of 3 leading telecommunication companies in Ghana were obtained. The analysis was done using structured equation modeling (SEM), using SmartPLS.Findings: The results showed that ethical leadership style provides employees with job autonomy which facilitates individual creativity. Employee proactivity also moderates a positive relationship between autonomy and creativity such that high-proactive employees are well placed to produce more creative outcomes when given autonomy. At the individual level, personal characteristics determine the degree of creativity.Practical implications: The current study implies that telecommunication companies should put in more efforts to train and encourage leaders to be ethical in leaders' dealings with employees and employees must be rewarded for taking initiative.Originality/value: With a focus on the integrative approach from a developing economy, this work is novel in exploring how contextual and personal features impact creativity.

Purpose: Governments in developing countries are riddled with operational inefficiencies. Many have turned to electronic service delivery to address these operational problems. With coronavirus disease 2019 (COVID-19) pandemic, the push for digitalisation has only got stronger. We use the technology acceptance model (TAM) and innovation diffusion model (IDM) to investigate the factors that influence the implementation of electronic human resource management (e-HRM) in selected public organisations in an emerging economy.Design/methodology/approach: Data were collected from key informants composed of human resource (HR) officers, supervisors, line managers and sections of employees in selected public sector organisations. The data were analysed using hierarchical regression techniques.Findings/results: The various dimensions of TAM and IDM were found to contribute to the implementation of e-HRM in public organisations significantly. Specifically, perceived simplicity of usage, perceived usefulness, self-efficacy, compatibility and facilitating conditions showed significant positive effects on e-HRM implementation intentions. Furthermore, compatibility and perceived ease of use significantly predicted perceived usefulness of e-HRM.Practical implications: The influence of the dimensions of TAM and IDM in e-HRM implementation intentions in public institutions in this study dictates that governments in developing nations need to pay attention to both technology features and employee’s technology capabilities to ensure smooth digitalisation of government business.Originality/value: The integration of TAM and IDM in assessing e-HRM implementation in a developing nation enriches e-government and HR management literature.

The buying of cars is an important decision that customers make. Consequently, customers in their attempt in ensuring that they get a good deal go a great length in providing their skills, knowledge, and ideas to effect the design and specifications of their purchase. In this context, the purpose of this article is to first, measure two antecedents of customer participation in value co-creation in terms of customer willingness and customer ability; second, to measure how co-creation translates into customer satisfaction; and finally to examine the moderating effect of both price fairness perception and service convenience on satisfaction. With this objective, empirical data were collected through the administration of questionnaires to customers of automobile buyers in 30 dealer shops in Ghana. The proposed hypotheses were tested using SmartPLS 3.2.6 to perform structural equation modeling. The results showed that the two antecedents (willingness and ability) positively influences co-creation; co-creation significantly influences customer satisfaction; price fairness perception and service convenience not only influences satisfaction but they both have a positive moderation. The direct results between willingness, ability, and satisfaction also indicated positive relationship. Theoretical contributions, managerial implications, and suggestions for future research were discussed.

We investigated the relationship between public employees’ job security, motivation, and role performance; and how affective commitments moderate this relationship among local government service employees. Participants were 373 local government service employees from Ghana (females = 41.5%; mean service experience = 2.71, SD = 1.03; junior employees = 43.4%). The employees completed self-report surveys. Results following Hayes’ process macro models showed that motivation mediates the relationship between job security and in-role and extra-role behaviours. Moreover, the results revealed affective organisational and occupational commitments to moderate the job security-role performance relationship. Affective commitment was high when job security was low. Affective commitment seems conditional on job security and role performance among low job security employees. This is perhaps due to their desire to present a self-image that may improve their prospects of job continuity with the organisation and occupation.

Purpose: This study explicitly examines how Hofstede's cultural dimensions moderate the relationship between nonmonetary motivation factors and performance.Design/methodology/approach: Through the simple random sampling technique, the hypotheses were tested with a sample of 604 employees from a mobile telecommunication company operating in both China and Ghana, two countries that represent two same and opposite cultural poles on Hofstede's cultural dimensions.Findings: The results point that employee motives such as relationship, supervision, challenging work and achievement are moderated by cultural values. Whilst employees with high power distance cultural values are highly motivated by high supervision, those with low individualistic cultural values are highly motivated by high relationship. The results also depict that whilst the interaction effects between supervision and power distance and relationship and individualism on performance were marginal for both China and Ghana samples, the interaction effect of achievement and masculinity as well as challenging work and uncertainty avoidance on performance had great differences due to the different cultural values for the two countries.Practical implications: This study implies that, as organizations are devising strategies to lower personnel costs in a recessionary period, there is the need to redesign motivation factors that go beyond monetary means and based on the cultural background of an employee in order to improve performance.Originality/value: This is one of the few studies that focused on nonmonetary motives from a cultural management perspective with samples from emerging economies.