Pathways Linking Organizational Support and Affective Commitment: The Mediating Roles of Role Ambigu

This study aimed to examine the relationship between organizational support and organizational commitment, which has not been fully explored, focusing specifically on the dimension of affective commitment among disaster safety officials. The study analyzed how the perception of organizational support affects affective commitment through various pathways. Utilizing the logic of organizational support theory, the research model was constructed, setting role ambiguity, effort-reward imbalance, and workplace stress as mediating variables and conducting path analysis. The key findings are as follows: The perception of organizational support by officials had significant negative direct effects on role ambiguity, effort-reward imbalance, and workplace stress. Role ambiguity significantly positively affected effort-reward imbalance and workplace stress, while effort-reward imbalance had positive and negative effects on workplace stress and affective commitment, respectively. Additionally, the analysis of indirect paths between organizational support and affective commitment revealed that role ambiguity, effort-reward imbalance, and workplace stress all functioned as significant mediators, with effort-reward imbalance being the strongest mediator. Furthermore, role ambiguity showed a distinct pattern of influence compared to perceptions of organizational support and effort-reward imbalance. These findings highlight the importance of managing these mediating variables to enhance the affective commitment of disaster safety officials.