MINDFULNESS AT WORK: UNLOCKING AFFECTIVE ORGANIZATIONAL COMMITMENT

Abstract

Organisational commitment is a key indicator of employee loyalty, satisfaction and productivity. However, recent years have seen worrying levels of organisational commitment. Mindfulness, characterised by heightened attention and awareness of the present moment, is proving to be a potentially promising skill and character trait for supporting employee engagement. However, the mechanisms explaining this phenomenon remain poorly understood, potentially hindering the implementation of new human resources practices.

The role of materialism, an extrinsic motivational value present in many current remuneration and motivation practices, is tested as an explanatory variable for this effect using self-determination theory. Indeed, mindfulness attenuates the attraction of extrinsic motivations by refocusing employees' attention on their intrinsic values and needs. A study was conducted involving 701 employees to examine the mediating role of materialism in the relationship between mindfulness and affective organisational commitment and the moderating role of mindfulness training on these relationships.

The results of the study indicate that mindfulness, whether a natural disposition or a skill acquired through training, is an effective tool for improving employees' affective commitment. These findings emphasise the importance of organisations integrating mindfulness practices to promote a more engaging work environment.