Perceived performance, equity sensitivity and organisational commitment among bank managers

Abstract

This study looks at equity sensitivity and organisational commitment and considers the possible moderation role that managers’ perception of organisational performance may have. Using an equity theory perspective, the constructs of equity sensitivity and organisational commitment, as well as the effect of perceived firm performance, are considered. A research model linking their interaction is proposed. Data are collected from managers of a commercial bank and moderated regression is used to test the hypotheses. Results support a positive effect of equity sensitivity on organisational commitment whereas high or low perceived firm performance is found to have a determining effect on this relationship.