Management Support as a Catalyst for Affective Commitment
DOI:
https://doi.org/10.47941/jmh.3702Keywords:
Management Support; Affective Commitment; Social Exchange Theory; Frontline Employees; 4 and 5-star Hotels.Abstract
Purpose: This study examines management support as a catalyst for affective commitment among frontline employees in 4 and 5-star hotels. Drawing on social exchange theory, the article argues that employees who perceive their managers as supportive, responsive and enabling are more likely to develop emotional attachment to their organisation.
Methodology: Data were collected from 314 frontline employees in 4 and 5-star hotels and analysed using reliability assessment, correlation analysis and regression analysis.
Findings: The findings indicate that management support has a positive and statistically significant relationship with affective commitment (Standardised β .127 and p-value .001).
Unique Contribution to Theory, Practice and Policy: The findings suggests that supportive managerial behaviour can strengthen employees’ sense of belonging, identification and willingness to remain with the organisation. The article contributes to the literature by positioning management support not simply as a managerial practice, but as a catalyst that activates employees’ affective bonds with the organisation. In practice, the findings highlight the importance of visible support, constructive feedback, communication, recognition, and employee well-being in developing a committed service workforce.
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Copyright (c) 2026 Rahim Mosahab, Francess Grant, Menzel Cabalu
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