Self-control Capacity as a Moderator of the Relationship between Supervisory Styles and Affective Commitment: Evidence from Non-Managerial Employees in Selected Apparel Organizations in the Western Province of Sri Lanka

Abstract

In the apparel industry, employees often work under high pressure conditions. In such environments, supervisory behaviours can strongly influence employees’ emotional attachment to the organisation. This study addresses a critical gap by examining to what extent different supervisory styles affect the affective commitment of non-managerial employees in the western province of Sri Lanka. Additionally, it investigates whether employees’ self-control capacity moderates the relationship between supervisory styles and affective commitment. The research adopts a positivist approach and employs quantitative research methods. Accordingly, a random sampling technique was used to select 257 non-managerial employees from three knitwear organizations. Data were collected using a self-administrated questionnaire. Linear regression analysis was conducted to test the developed hypotheses. The findings suggest that the overall impact of supervisory styles on affective commitment is significant with supportive supervisory style having a positive impact on affective commitment while task-oriented supervisory style and abusive supervisory style have negative impacts. The moderating role of non-managerial employees' self-control capacity on the impact of supervisory styles on affective commitment is found to be insignificant. This study has practical implications for organizations as it indicates that supervisors should adopt a supportive and cooperative approach to help subordinates accomplish their tasks. Moreover, it emphasizes the importance of taking employees’ self-controlling capacities into account as a selection criterion and as a component of non-managerial training programs.