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A Three-Component Model Conceptualization of Organizational Commitment
Abstract
Diversity in the conceptualization and measurement of organizational commitment has made it difficult to interpret the results of an accumulating body of research. In this article, we go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting (a) a desire (affective commitment), (b) a need (continuance commitment), and (c) an obligation (normative commitment) to maintain employment in an organization. Each component is considered to develop as a function of different antecedents and to have different implications for on-the-job behavior. The aim of this reconceptualization is to aid in the synthesis of existing research and to serve as a framework for future research.
... It is known that the high organizational commitment of employees also contributes to the profitability and image of the organization (Gözler, 2007). Organizational commitment that provides multi-dimensional benefits in terms of employee and organization is addressed in three groups: affective commitment, normative commitment, and continuance commitment (Meyer & Allen, 1991). Affective commitment is defined as "the employee's emotional attachment to, identification with, and involvement in the organization" (Meyer & Allen, 1991). ...
... Organizational commitment that provides multi-dimensional benefits in terms of employee and organization is addressed in three groups: affective commitment, normative commitment, and continuance commitment (Meyer & Allen, 1991). Affective commitment is defined as "the employee's emotional attachment to, identification with, and involvement in the organization" (Meyer & Allen, 1991). In this respect, the employees who have strong emotional attachment to the organization keep working in the organization in parallel with their own desires and preferences; they are satisfied with being a member of the organization, and accept organizational goals and values. ...
... A five-point scale was also used, where the value of 5 corresponded to "strongly agree" and the value of 1 corresponded to "strongly disagree." In consideration of the literature, organizational commitment scale developed by Meyer & Allen (1991) was utilized, as it was widely used and its contents were compatible with the public forestry organization. ...
... A trajetória do estudo de comprometimento é marcada por diversidade de perspectivas de entender os vínculos do trabalhador com a organização e com inúmeros outros focos do contexto de trabalho (e.g., equipe, líder, profissão, carreira, metas, objetivos, sindicato, entre outros) como pontuam. Tal diversidade, inclusive, se manifesta no uso de rótulos diferentes (Macambira et al. 2015 No campo do comportamento organizacional um importante marco foram os trabalhos de (Meyer & Allen, 1991), com o modelo tridimensional do comprometimento em que cada uma das suas bases teria diferentes relações com o indivíduo, todas impactando na sua intenção de permanecer na organização. Nessa altura Meyer e Allen (1991) defendiam que o comprometimento organizacional poderia ser produzido a partir de processos afetivos, processos calculativos, e processos normativos. ...
... (3) Instrumental: quando investimentos financeiros, psicológicos, entre outros, são a principal fonte de permanência do indivíduo na organização, tornando custoso deixa-la (Meyer & Allen, 1991 ✓ Dimensionalidade e falta de consenso a respeito de quantas e quais são suas bases constitutivas. ...
... Apontado para a existência de três vínculos diferenciados: comprometimento organizacional, entrincheiramento organizacional e o consentimento organizacional, sendo os dois últimos originados a partir de uma revisão do clássico modelo tridimensional de comprometimento proposto por (Meyer & Allen, 1991 ...
... Podendo essa força ser caracterizada por pelo menos três fatores relacionados: (1) uma forte crença e aceitação dos objetivos e valores da organização; (2) disposição para exercer um esforço considerável em nome da organização; e (3) um forte desejo de manter a associação na organização" (Monday, Steers & Porter, 1979). Entre os meados dos anos 80´s e início dos 90´s surgem Meyer & Allen (1987;1991) criadores do modelo tridimensional do comprometimento organizacional. Suas propostas (1991) viriam a dominar o campo na época, pela preferência em seus estudos, por vários pesquisadores. ...
... (2) os custos percebidos; e (3) obrigações percebidas, trazendo um novo olhar ao construto consistindo no comprometimento afetivopermanência do indivíduo na organização porque assim ele o quer); comprometimento instrumentalo indivíduo continua empregado porque necessita) e o; comprometimento normativosentimento de a obrigação em permanecer na organização (Meyer & Allen, 1991). ...
... Expressões chave Monday, Steers & Porter (1979, 1982 Relacionamento de troca no qual os indivíduos se ligam à organização em troca de certas recompensas ou pagamentos. Meyer & Allen, (1991) Permanência do indivíduo na organização porque assim ele o quer); continuação na organização empregado porque necessita e; sentimento de a obrigação em permanecer na organização. Bastos (1993) Costa & Bastos (2014), Pinho, Bastos & Rowe (2015) Desejo de permanecer; sentimento de orgulho por pertencer à organização; identificação, apego, envolvimento aos valores, engajamento, empenho e esforço. ...
Resumo A ciência psicológica, por estar situada entre as áreas das ciências humanas, tem suscitado diversos debates a respeito de suas epistemologias desde seu início. Tal diversidade implica em uma ampla gama de métodos de pesquisa e sua aplicabilidade, bem como os conceitos que os cerca. No mundo do trabalho, compreender o conceito de comprometimento é importante para que a partir dele, as organizações possam desenvolver metodologias eficazes, que levem em consideração os colaboradores. Pela centralidade na relação que os indivíduos estabelecem com a sua organização, suas tarefas e equipes de trabalho, sua tradição de pesquisa tem mais de quatro décadas, se tomarmos como marco inicial estudos de Mowday, Steers & Porter (1979) ao proporem uma escala para mensurar tal fenômeno. A larga história configura-o como um construto polissêmico e multifacetado pela sua complexidade e dispersão que cerca sua conceitualização colocando suas categorizações bastante difusas, isto é, o conceito por não se atrelar a nenhuma teoria, mas sim a teorização, está sujeito a imprecisão. Neste sentido, o presente artigo, de caráter teórico, objetiva analisar a problemática da falta de consenso em torno das bases do conceituais a respeito do comprometimento organizacional e verificar como o conceito vem evoluindo com o tempo. Palavras-chave: Comprometimento organizacional; múltiplos Comprometimentos; sistema de comprometimento. Abstract Psychological science, being situated among the areas of the humanities, has raised several debates regarding its epistemologies since its beginning. Such diversity implies a wide range of research methods and their applicability, as well as the concepts that surround them. In the world of work, understanding the concept of commitment is important so that from it, organizations can develop effective methodologies that take employees into consideration. Due to the centrality in the relationship that individuals establish with their organization, their tasks and work teams, their research tradition has more than four decades, if we take as a starting point studies by Mowday, Steers & Porter (1979) when proposing a scale for measure such phenomenon. The long history configures it as a polysemic and multifaceted construct due to its complexity and dispersion that surrounds its conceptualization, placing its categorizations quite diffuse, that is, the concept for not being linked to any theory, but theorizing, is subject to imprecision. In this sense, the present article, of a theoretical nature, aims to analyze the problem of the lack of consensus around the conceptual bases regarding organizational commitment, verifying it has been evolving over time.
... Organizational commitment refers to the employees' identification of the organization's vision, mission and values [22]. It consists of three dimensions: affective commitment, continuance commitment, and normative commitment. ...
... High organizational commitment means that employees have high affective commitment, high continuance commitment, and normative commitment [22]. Affective commitment refers to the deep bond between employees and the organization. ...
... It will be harder to find a better job, so high continuous commitment will force employees to stay for survival. Normative commitment is a sense of responsibility for the return of benefits given by the organization [22]. The survivors chosen by the organization will be more enthusiastic to contribute towards organizational progress and will be less inclined to leave. ...
In the light of social exchange theory, our study aimed to explore the impact of psychological contract violation on survivors’ turnover intention, specifically in a downsizing context. We put forth a moderated mediation model to uncover the mediating role of organizational commitment, as well as the boundary conditions of organizational support and emotional susceptibility as a moderating mechanism. To test our hypotheses, we surveyed 202 out of 271 layoff survivors belonging to the stores of an established manufacturing and retail footwear business in the southwest region of China. The study found a positive relationship between psychological contract violation and the survivors’ turnover intention. In addition, organizational commitment has been identified as a powerful mediator between psychological contract violation and turnover intention. This study, however, only explores how organizational support significantly moderates the mediating effect of organizational commitment in regard to psychological contract violation and turnover intention. This study helps organizational practitioners to ensure sound management practices for employees, in order to get rid of adverse consequences evinced through individuals’ negative emotions.
... Affective commitment is an employee's emotional engagement commitment to his organization. An employee with high affective commitment shows job satisfaction, employee engagement, and intention to remain in the organization (Meyer J, Allen N., 1991), increasing performance motivation (Chordiya et al., 2017;Aamodt, 2009). and affects organizational success (Rainey H., 2014) (Kaur & Mittal, 2020). ...
... In this study, the Multitarget Affective Commitment Scale (MACS) instrument from Schoemmel was used. To measure emotional attachment and involvement, MACS is part of the literature on the theory of Meyer and Allen (1991) in (Schoemmel et al., 2015) on affective commitment. In addition, this component is integrated into the theory of Buchanan (1974) and Mowday et al. (1979) in (Schoemmel et al., 2015). ...
The purpose of this study was to examine the predictive effect of social support and affective commitment on employee engagement. It is hypothesized that social support will be positively related to employee engagement, and this relationship will be transmitted through affective commitment. Survey data were collected from 115 employees who are registered as active students at Universitas 45 Surabaya. The results of multiple regression analysis show a positive relationship between social support and employee engagement mediated by affective commitment. This finding can explain to companies that employee engagement can be effective by ensuring that employees perceive their organization as providing social support by increasing employees' affective commitment.
... Many measurement scales used in management studies are multidimensional, reflecting the construct's complexity. Commonly-used multidimensional scales include the Utrecht Work Engagement Scale (Schaufeli et al., 2002(Schaufeli et al., , 2006) that measures engagement on three dimensions: vigor, dedication, and absorption; Meyer and Allen's (1991) commitment scale for measuring affective, continuance, and normative commitment; and Posner and Kouzes' (1988) Leadership Practices Inventory (LPI) which measures five dimensions of leadership, namely challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. These and other measures with second-order factors violate the assumption of unidimensionality of measures (i.e., each indicator assesses a single underlying construct; Clark & Watson, 1995), and therefore Cronbach's alpha and CR are not appropriate reliability measures because they ignore the second-order factor structure (Raykov et al., 2018). ...
... As the correlations among the three dimensions (0.34 to 0.47) were not high (Breaugh, 1985), researchers should study work autonomy as three correlated factors instead of a second-order factor (work autonomy). Similarly, Meyer et al. (1993) showed that affective, continuance, and normative commitment measured by Meyer and Allen's (1991) scale should be studied as three independent factors because they have different antecedents and consequences. ...
Many constructs in management studies, such as perceptions, personalities, attitudes, and behavioral intentions, are not directly observable. Typically, empirical studies measure such constructs using established scales with multiple indicators. When the scales are used in a different population, the items are translated into other languages or revised to adapt to other populations, it is essential for researchers to report the quality of measurement scales before using them to test hypotheses. Researchers commonly report the quality of these measurement scales based on Cronbach’s alpha and confirmatory factor analysis results. However, these results are usually inadequate and sometimes inappropriate. Moreover, researchers rarely consider sampling errors for these psychometric quality measures. In this best practice paper, we first critically review the most frequently-used approaches in empirical studies to evaluate the quality of measurement scales when using structural equation modeling. Next, we recommend best practices in assessing reliability, convergent and discriminant validity based on multiple criteria and taking sampling errors into consideration. Then, we illustrate with numerical examples the application of a specifically-developed R package, measureQ, that provides a one-stop solution for implementing the recommended best practices and a template for reporting the results. measureQ is easy to implement, even for those new to R. Our overall aim is to provide a best-practice reference for future authors, reviewers, and editors in reporting and reviewing the quality of measurement scales in empirical management studies.
... 5,9 The word commitment can be defined as an employee's attachment to various foci such as the organization as a whole, units within the organization, supervisor or even a change. 5,10 In 1991, Meyer & Allen 11 proposed a model of organizational commitment. Organizational commitment is defined as a psychological state that leads an employee to maintain his or her organizational membership. ...
... Organizational commitment is defined as a psychological state that leads an employee to maintain his or her organizational membership. 11,12 Furthermore, Meyer and Herscovitch 13 made some adjustments from the original model and proposed a general model of workplace commitment so that it could be applied to other workplace commitments. With this change, commitment has changed its definition as "a force (mindset) that binds an individual to a course of action of relevance to one or more targets". ...
... We focus on employee responses to workplace mistreatment regarding not only employees' satisfaction with the job but also employees' intention to stay or remain in the workplace because of their close associations with important organizational outcomes. While organizational commitment refers to a set of three facets of an employee's attachment to the organization [49], this study pays particular attention to the continuance component of organizational commitment. Considerable research conducted in public and business organizations found that the extent to which employees are satisfied with their job affects their in-role and extra-role performance [50] and the effectiveness of their workgroups and organizations [51]. ...
... Then, we measured continuance organizational commitment using a single item of the PSES: "I would prefer to remain with my work unit, even if a comparable job was available elsewhere in my department or agency". The three-component model of commitment, proposed by Meyer and Allen [49], splits an organizational commitment into three definable components as follows: affective, continuance, and normative commitment. Among these three components of organizational commitment, this study focuses on the continuance component reflecting dimensions of high sacrifices and high alternatives. ...
Despite increasing attention to workplace mistreatment in organizations, few studies have investigated the consequences of such negative experiences on employees. Using the Canadian Public Service Employee Survey (PSES) data (about 80,000 observations), this study examines the relationships between workplace mistreatment and outcomes at work and the moderating role of organizational efforts in preventing and handling workplace mistreatment among Canadian federal government employees. Empirical results of an OLS regression and logit model document that perceived workplace mistreatment, in terms of workplace harassment and discrimination, is negatively related to job satisfaction and continuance organizational commitment and positively related to turnover intention. The analysis also shows that the linkages between workplace mistreatment and the three outcomes were weaker when organizational efforts aimed at dealing with workplace mistreatment were perceived to be high. Implications of these results for research and practice are discussed.
... So, the absence of commitment can be detrimental to the organization, resulting in poor performance and higher costs (Flood et al., 2001;Kumar et al., 2016). To measure organizational commitment (OCO) in this research, the threedimensional model of Meyer and Allen (1991) has been used. It includes three dimensions (i) affective, (ii) continuance, and (iii) normative commitment. ...
... A descriptive-correlational model was applied in that study. Two standardized questionnaires of OCU (Schein, 1984) and OCO (Meyer & Allen, 1991) were used for that study. According to the random sampling method, 165 samples were selected. ...
In the healthcare sector, organizational identity (OI) and commitment (OCO) are essential in ensuring quality nursing care. Therefore, the relationship between them has been empirically supported in several studies. However, little attention has been paid to how organizational culture (OCU) mediates the relationship between these two constructs. To fill this gap, this research was conducted. Data collected from nurses and paramedics working in Milad hospital, Iran, were examined first to determine the relationship between OI and OCO. Then, we investigated the role that OCU plays in mediating these relationships. The data was collected from 347 nurses and paramedics of Milad Hospital using a single-stage cluster sampling method. The collected data were then analyzed using a causal model. Based on the results of the data analysis, this study's model fits the data well. As a result of the path analysis, it was only membership that had a direct and significant relationship with OI among the three dimensions of OI, including membership, similarity, and loyalty. Additionally, the model determined that OCU mediates the influence of OI on OCO. The study's insights may be helpful for nursing executives and healthcare managers to create specific policies aimed at strengthening feelings of OI and creating a positive hospital OCU so that nurses and paramedics will have a greater sense of commitment in the long run.
... Her öğretmenden okulunu sevmesi ve ona gönülden bağlı olması beklenir. Ancak Meyer & Allen (1991)'in de belirttiği gibi bireyin çalıştığı kuruma olan bağlılığı zaman içerisinde gerçekleşen bir durumdur. Literatürde farklı araştırmacılar tarafından değişik şekillerde incelenen örgütsel bağlılığa ilişkin en bilinen sınıflandırma Meyer & Allen (1991)'in sınıflandırmasıdır. ...
... Ancak Meyer & Allen (1991)'in de belirttiği gibi bireyin çalıştığı kuruma olan bağlılığı zaman içerisinde gerçekleşen bir durumdur. Literatürde farklı araştırmacılar tarafından değişik şekillerde incelenen örgütsel bağlılığa ilişkin en bilinen sınıflandırma Meyer & Allen (1991)'in sınıflandırmasıdır. Örgütsel bağlılığı duygusal bağlılık, normatif bağlılık ve devam bağlılığı şeklinde sınıflandıran araştırmacılara göre duygusal bağlılıkta çalışanlar kuruma karşı duygusal olarak güçlü bir bağlılığa sahip oldukları için ve kendileri istedikleri için kuruma üyeliklerini sürdürürler. ...
Bu araştırmada, öğretmenlerin yönetici ruhsal liderlik algıları ile örgütsel bağlılıkları arasındaki incelenmiştir. Araştırmanın örneklemini İstanbul iline bağlı olan iki ilçede görev yapmakta olan 237 öğretmen oluşturmaktadır. Araştırmada Ruhsal Liderlik Ölçeği ve Örgütsel Bağlılık Ölçeği kullanılmıştır. Araştırmanın verileri, aritmetik ortalama, standart sapma, korelasyon analizi ve basit doğrusal regresyon analizi ile çözümlenmiştir. Bulgulara göre öğretmenlerin yöneticilerinin ruhsal liderlik davranışlarına ilişkin algılarının çok yüksek düzeyde olduğu, örgütsel bağlılıklarının ise yüksek düzeyde olduğu belirlenmiştir. Yapılan korelasyon analizi sonucunda iki değişken arasında pozitif yönlü, orta düzeyde ve anlamlı bir ilişki olduğu belirlenmiştir. Ayrıca yapılan basit doğrusal regresyon analizi sonucunda ruhsal liderliğin örgütsel bağlılığın anlamlı bir yordayıcısı olduğu saptanmıştır. Araştırmadan ulaşılan bulgular, ilgili literatür doğrultusunda tartışılmış ve öneriler sunulmuştur. Article Information Abstract Article Type Research Article In this study, the relationship between teachers' perceptions of managerial spiritual leadership and teachers' organizational commitment was examined. The sample of the research consists of 237 teachers working in two districts of Istanbul. Spiritual Leadership Scale and Organizational Commitment Scale were used in the research. Research data were analyzed with arithmetic mean, standard deviation, correlation analysis and simple linear regression analysis. According to the findings, it was determined that teachers' perceptions of their managers' spiritual leadership behaviors were at a very high level, and their organizational commitment was at a high level. As a result of the correlation analysis, it was determined that there was a positive, moderate and significant relationship between the two variables. In addition, as a result of the simple linear regression analysis, it was determined that spiritual leadership was a significant predictor of organizational commitment. The findings were discussed in the light of the relevant literature and suggestions were presented.
... Such findings follow those reached by Schwepker (1999), who indicated that the lower the climate commitment, the higher the turnover intention of the employees. The organizational climate commitment is divided into three categories in the literature (Meyer and Allen, 1991). First, the normative commitment that describes the individual beliefs toward the employee's responsibilities in the organization. ...
Purpose-This paper aims to examine the effect of the auditors' burnout determinates on audit quality and performance. It also analyses whether the demographic characteristics of gender, age group, education and job positions affect auditors' decisions for burnout, audit quality and performance. Design/methodology/approach-A questionnaire was distributed on a sample of auditors in the top ten auditing firms in an emerging market including the Big 4. Factor analysis, correlation matrix and structural equation modeling were used for the analysis of the collected data and testing the developed hypotheses. Findings-The results show that burnout has negative consequences for both the auditor and the auditing firm. While good organizational climate has a negative significant association with audit quality, nonethical decisions and audit performance, role clarity has positive significant association with the audit quality and performance and has an insignificant association with nonethical decisions. Also, turnover intention has significant positive association with nonethical decision, audit quality and performance. Originality/value-This research is among the first to focus on auditor's burnout determinates on audit quality and performance in an emerging market characterized by different socioeconomic, political and cultural factors compared with those of developed markets. Auditors, regulators and professional policymakers can benefit from the results of this research.
... In previous studies that also examined the influence of leadership style on commitment (Dinata: 2018), which has shown correlation (0.315), in this study, organizational commitment focuses on the continuous commitment adopted from Allen & Meyer (1991). Delegating means accepting things through others, and situational leadership with a delegative model is about delegating tasks and developing useful subordinates. ...
The research aims to determine the effect of delegative leadership on achievement motivation and continuous commitment. Base on previous studies prove that delegative leadership is part of the situational leadership style, but generally, this delegative leadership use approach through traits, behaviors, how, processes, and situation. In this study, it is using instruments based predictors that determine the delegation, which has been validated and replicated right on this study and can use in the area of Bandung. Likewise, this research proves that achievement motivation that adopts from the Mcclelland achievement motivation instrument and examines the continuous commitment taken from Allen & Meyer can be replicated. In the first phase correlation analysis to the delegation, competence, fitness for purpose, time together, the level of work and LMX were significant predictors of delegation, at the second stage of the analysis of the correlation between leadership delegative, achievement motivation and commitment continuous show the relationship that significant. Still, partial report on continuous commitment does not have the support of the relationship from competence and sharing time. In the third stage, the (simultaneous) regression analysis on delegative leadership significantly influences achievement motivation, but only receives positive and significant support from the level of work and LMX. Likewise, in the fourth stage, the regression analysis on delegative (simultaneous) leadership had a substantial effect on continuous commitment, but only partially received positive and significant support from the conformity of the objectives. Therefore the findings in this study are leadership will be more productive with a delegative approach on the level of work and LMX to increase achievement motivation while increasing the continuous commitment of the leadership of the delegative, namely by making approaches to the fitness for purpose.
... Organizacional de Meyer e Allen: Estudo com os Enfermeiros O estudo da vinculação dos indivíduos às organizações, por alguns autores denominada de implicação organizacional (Tavares, 2001), empenhamento organizacional (Ferreira, 2005), ou compromisso organizacional (Carochinho, 1998), "commitment" na literatura anglo-saxónica, tem sido largamente estudada, e este constructo tem sido utilizado para conceptualizar a relação de vinculação de um indivíduo para com a organização em que trabalha, existindo evidência de que o empenhamento pode ter efeitos substanciais no desempenho dos indivíduos e das organizações Rego & Souto, 2004). Neste estudo pretende-se abordar o empenhamento organizacional, proposto por Meyer e Allen (1997Allen ( , 1991, que para além de proporem um instrumento de avaliação dos vários componentes do empenhamento organizacional, desenvolveram também o "Modelo das Três Componentes". A opção por esta abordagem deve-se, por um lado, ao facto de ser uma abordagem multidimensional permitindo uma melhor compreensão do comportamento do indivíduo na organização; por outro, no estudo desenvolvido por Nascimento, Lopes e Salgueiro (2008), em que a escala foi validada para português é sugerido a realização de estudos similares utilizando diferentes amostras, uma vez que no mesmo foi possível identificar as diferentes componentes de acordo com o estabelecido pelos autores, sem no entanto existir uma validação do modelo. ...
Os profissionais de saúde têm sido confrontados nos últimos anos com profundas mudanças, fruto das reformas e alterações legislativas neste setor. Estas alterações impuseram uma maior flexibilidade, uma melhor capacidade de resposta às exigências dos utentes e uma maior racionalidade dos custos, associada quase paradoxalmente, a um requisito de melhoria da qualidade. Os enfermeiros vêem-se confrontados na sua prática diária com uma menor afetação de recursos e com uma maior pressão para a rentabilidade e produção, conduzindo a condições de trabalho que ficam aquém das suas expectativas e que dificultam o desenvolvimento do seu potencial. Estas situações têm seguramente repercussões na relação estabelecida com a organização. Meyer e Allen (1997,1991) desenvolvem o “Modelo das Três-Componentes” que avalia o empenhamento dos indivíduos nas organizações através de escalas referentes às componentes, afetiva, calculativa e normativa. Objetivos: Analisar o empenhamento afetivo, calculativo e normativo, e a sua relação com as variáveis sócio demográficas. Analisar as relações entre as componentes, afetiva, calculativa e normativa do empenhamento organizacional. Método: Estudo de natureza quantitativa, transversal e analítica. Aplicada a Escala de Comprometimento Organizacional de Meyer e Allen (1997), a uma amostra de conveniência constituída por 161 enfermeiros. A análise estatística dos dados foi efetuada através do software estatístico IBM® SPSS® Statistics 19. Resultados: Todos os itens são avaliados a partir de uma escala de Likert de sete pontos, considerando-se o ponto de corte no valor 3,5. A componente afetiva apresenta média de 4,65; a calculativa 4,57 e a normativa 3,68. Não existem diferenças estatisticamente significativas entre as características sociodemográficas face a qualquer das componentes do empenhamento organizacional. O empenhamento afetivo encontra-se positivamente correlacionado com o empenhamento normativo (r=0,569; p<0,001) e fracamente com o empenhamento calculativo (r=0,256; p=0,001), bem como o empenhamento calculativo com o normativo (r=0,299; p<0,001). Conclusões: Os enfermeiros estão ligeiramente empenhados afetivamente e calculativamente e fracamente empenhados normativamente. Nenhuma das variáveis sociodemográficas e profissionais são determinantes do empenhamento organizacional. Não foi possível verificar o modelo preconizado pelos autores.
... Väitöskirjani aihetta, työyhteisöön liittymistä ja kuulumista, on lähestytty useista eri näkökulmista ja monin käsittein niin viestinnän tutkimuksessa kuin muilla tieteenaloilla. Muilla tieteenaloilla samaa ilmiötä on lähestytty esimerkiksi orientaation (Klein & Weaver, 2000), perehdyttämisen (Klein & Polin, 2012), sitoutumisen (Meyer & Allen, 1991), työhön uppoutuneisuuden (Mitchell ym. 2001), yhteisöllisyyden (McMillan & Chavis, 1986) ja sosiaalisen integraation (Guillaume, Brodbeck & Riketta, 2012) käsittein. ...
Lectio praecursoria viestinnän väitöskirjaksi tarkoitetun tutkimuksen Työyhteisöön liittymisen ja kuulumisen rakentuminen vuorovaikutuksessa tarkastustilaisuudessa Jyväskylän yliopistossa 4.12.2021. Vastaväittäjänä toimi dosentti, FT Anne Laajalahti (Vaasan yliopisto) ja kustoksena professori Anu Sivunen (Jyväskylän yliopisto). Työn pääohjaajana on toiminut apulaisprofessori Leena Mikkola (Tampereen yliopisto).
... Detachment theoretically and conceptually overlaps with other constructs that describe attachment, such as separation and loss (e.g., Ramkissoon, 2022a, b), place affect and confinement (Ramkissoon, 2021;Ramkissoon, 2020), social bonds (Ramkissoon, 2022a, b), and place/workplace attachment (Ramkissoon & Mavondo, 2015). Meyer and Allen (1991) described attachment as an "employee's emotional attachment to, identification with, and involvement in the organization" (p. 67). ...
Emotional labor is a well-documented work stressor that may have important implications for preschool teachers. Integrating conservation of resources theory and the stressors-detachment model, this study seeks to develop a moderated mediation model in which two forms of surface acting (i.e., faked positive emotions and suppressed negative emotions) would be indirectly associated with poor family functioning via psychological detachment, and the indirect association would be moderated by family-supportive supervisor behaviors. This study was investigated among 411 preschool teachers in Chinese society. Results revealed that both faked positive emotions and suppressed negative emotions led to impaired family functioning, and lack of psychological detachment mediated the detrimental effects. The moderated mediation analyses further showed that the mediated path became weaker for preschool teachers received more family-supportive supervisor behaviors. These findings deepen our practical and theoretical understanding of why and when surface acting impacts preschool teachers’ family lives.
... Organizational commitment, as a psychological state reflecting the relationship between organizations and employees, significantly affects whether employees are willing to remain with and serve the organization (Meyer & Allen, 1991). Emotional commitment relates to a person's identity, emotional attachment, and commitment to organizational principles. ...
The influence of leaders on employees' innovative behavior is a new problem. Based on the relationship culture and digital technology situation in China, with reference to information processing and other theories, this study constructs a double intermediary model of the impact of e-leadership on employee innovation behavior from the perspective of “self” and “relationship,” and introduces employee power distance as the boundary condition. The results show that psychological capital and affective commitment to leadership play a mediating effect between e-leadership and employee innovation behavior, and employee power distance weakens the positive impact of e-leadership on employee innovation behavior through psychological capital and emotional commitment. The research conclusion of this paper provides theoretical basis and practical enlightenment for enterprise leaders to promote employee innovation behavior by improving their e-leadership level and understanding the relationship between themselves and employees.
... People are similarly committed to a variety of organizations, including political, religious, family, economic, and educational ones. Meyer and Allen (1991) describes employee commitment in three components; Affective Commitment (AC), Continuance Commitment (CC) and Normative Commitment (NC). The term Affective Commitment describes an employee's identification with, involvement with, and emotional attachment to the organization. ...
Purpose: World Health Organization (WHO) potentiates the goal of occupational health and safety as protecting employees' mental, bodily, and social health while they are working. Using Toyota Tsusho Corporation as a case study, this study aimed at examining the impact of occupational health and safety measures on employee commitment. Methodology: The study utilized a quantitative analysis of published data from Toyota Corporation health and safety initiatives report. Descriptive statistics was employed for the data analysis, and the independent sample test was performed to assess the study's hypothesis. Findings: This study found that management initiative and commitment to health and safety had a positive influence on employee commitment. It was also revealed that health and safety measures had an association with employee commitment and presenteeism level. Recommendations: The study recommend businesses to adopt healthy lifestyles and encourage employee motivation to lower presenteeism in both high-risk and low-risk environments. Policies on employee safety and provision of appropriate equipment that reduce the frequency of accidents, illnesses, and injuries should be the priority of management.
... In retrospective view, commitment results as an individual becomes bound to the behavioral acts that are chosen voluntarily (Raju and Srivastava, 1986). Meyer and Allen (1991) held that organizational commitment is a multidimensional construct comprising three components: affective, continuance and normative. Affective commitment has been defined as an employee's emotional luxmi attachment to, identification with and involvement in the organization. ...
... Örgütsel bağlılığın örgütsel performans, devamsızlık, iş gücü devir oranı, iş üretkenliği, örgütsel vatandaşlık davranışı, örgütsel etkililik, devamsızlık ve hatta ürün ve hizmet kalitesi üzerinde olumlu etkileri bulunmaktadır (Şenturan, 2014;Robbins ve Judge, 2012;Vural ve Coşkun, 2007). Örgütsel bağlılık genellikle işi bırakma davranışı ile ilişkilendirilmekte ve bağlılık derecesi yüksek olanların örgütte varlığını devam ettirme davranışının daha fazla olduğu görülmektedir (Allen ve Meyer, 1990;Allen ve Meyer;1991;Boz, Duran ve Uğurlu, 2021). ...
The aim of this study is to examine the moderator role of work stress in the effect of safety culture on organizational commitment behavior in organizations. For this purpose, the study was carried out by reaching the academicians working in the faculties of technical universities in Istanbul that train graduates who can become occupational safety specialists, by means of survey data collection method. The sample of the pilot study consists of 84 people. It is thought that this study will contribute to the literature, since the safety culture, which has become increasingly important in working life, has not yet been given enough space in the field of organizational behavior. The collected data were analyzed with the SPSS 22.0 program. Factor analysis and reliability analysis were applied to the scales. Hierarchical regression analysis was applied while examining the effect of safety culture on organizational commitment sub-dimensions in the mediation of work stress. According to the results of the analysis, it was seen that work stress has a moderator role in the affective and continuance commitment dimensions of the effect of safety culture on organizational commitment.
... The association between leader-member exchange and commitment has become the foundation of a new era of managing diversified workforce as claimed by Yahaya and Ebrahim (2016). Meyer and Allen (1997) Employees' affective organizational commitment was shown to be significant relates to the quality of the work relationship with their manager. Kurtessis (2017) indicated that supervisory support and perceived leadership ability related positively to affective organizational commitment. ...
... Schermerhorn et al. (1994, p. 144) express OC in the form of "the degree to which the person establishes a unity of force with the organization in which he or she works and feels part of the organization". The OC model, widely used as a multidimensional structure, has been finalized as the "Three-Component OC Model" (Meyer and Allen, 1998). This model refers to three different forms of commitment, emotional, normative and continuance commitment. ...
This research examines the Organizational Commitment (OC) levels and emotional labor (levels) (EL) of employees in the service sector and to determine whether there is a significant relationship between these variables, to identify which dimensions of OC affect which dimensions of EL if there is a significant relationship, and to determine whether EL varies statistically according to demographic factors. For this purpose; a survey has been carried out in Zonguldak province in Türkiye and the data were obtained by a face-to-face survey method of 433 workers actively working in the service sector. These data have been tested with reliability, correlation, simple linear regression, multiple variance analysis, independent sample T-test and one-way variance analysis. Because of the reliability analysis carried out, it has been determined that the scales used in the research have high internal consistency. The correlation analysis indicates a moderate and positive relationship between the normative and emotional commitment dimensions of EL and OC. Because of simple linear regression analyses; it has been determined that the 1-unit increase in emotional commitment caused an increase of 0.693 units on EL and a 1-unit increase in normative commitment caused an increase of 0.959 units on EL.
... In fact, although the relationship between class and employees' commitment to the organization has been studied in a few countries (Hult, 2005;Svallfors, 2006), to date no study has analyzed how contextual factors influence organizational commitment, let alone how these contextual factors moderate the relationship between, say, class and employee commitment. The lack of systematic research is surprising, considering that analyzing organizational commitment is crucial for understanding employment relations, workplace behavior, and organizational outcomes such as job performance (Meyer and Allen, 1991;Mowday et al., 1979;Nazir et al., 2016). ...
This article studies how organizational commitment is shaped by individual and macro-level factors. Drawing upon data from the 2015 International Social Survey Program (ISSP) and using multilevel modeling, the article shows that workers have less organizational commitment than employers. The article also presents evidence indicating that strong trade unions are positively correlated with organizational commitment. Finally, contrary to the hypothesis derived from previous studies, cross-level interactions suggest that in countries with strong corporatist industrial relations (IR) institutions, union members have lower levels of organizational commitment than non-union members. The article discusses how the findings contribute to the literature on class, neo-corporatism, and power resources. In addition, it reflects on how the findings contribute to the recent debate on the 'neoliberal convergence' of IR systems.
... They have developed the organizational commitment theory, which includes a three-component model: affective, continuance, and normative. Meyer and Allen (1991) define the first component, affective commitment, as the degree to which employees feel emotionally invested in their organization. The second component, continuance commitment, is the extent to which an employee believes quitting the company would be expensive. ...
... Organizational commitment refers to employees' attachment to the organization and identification with its goals. Originally conceptualized and measured as a unidimensional construct (see, e.g., the Organizational Commitment Questionnaire; Mowday et al., 1979), organizational commitment is now widely considered to consist of three components (Meyer & Allen, 1991): affective commitment (emotional attachment to the organization), normative commitment (perceived obligation to the organization), and continuance commitment (perceived costs associated with leaving the organization). This conceptualization of organizational commitment, in other words, captures not only cognitive reactions to the organization (i.e., continuance and normative commitment) but also affective reactions (i.e., affective commitment). ...
... It is a relative strength of anindividual's identification and involvement in an organization. Generally, there are three forms of organizational commitment namely affective,continuance, and normative commitments (Meyer and Allen, 1991). Continuance commitment refers to commitmentbased on the costs that the employee associates with leaving the organization.Normative commitment refers to the employee's feelings of obligation to stay with theorganization.Affectivecommitment refers to the employee's emotional attachment to, identification with,and involvement in the organization.Much of the researchundertaken in the area of organizational commitment focused on affective commitment (Brunetto and Farr-Wharton, 2003 Empirical studies have identified organizational and personal factors as thedeterminants of organizational commitment (Allen & Meyer, 1990, 1996. ...
The present study aimed atanalyzing the effects of good charactersof managers on affective organizational commitment of employees to the organization. Data were collected using a self-administrated questionnaire including leadership characters and affective commitment measures adopted. A sample of 100 employees from Consultant Engineering Firms was used. Confirmatory factor analysis (CFA) and a linear regression analysis were used to test the relationship betweenmanagers’ good characters and affective commitment. The results show that the good characters of leaders including love, justice, and wisdomaffect affective commitment of employees. It is expected that when employees perceive such characters of amanager, they feel more affectively attached to their organizations andfeel a sense of loyalty towards their organization.Keywords: good characters, affective commitment, consultant engineering firms.
... Organizational commitment is known to be multidimensional and the most common forms of organizational commitment studied and reported on in the academic literature are affective (emotional attachment to the organization), continuance (perceived costs associated with leaving the organization) and normative (feelings of obligation towards the organization) (Rego A, 2008). According to Meyer and Allen (1991) the affective commitment (AC) "refers to the employee's emotional relationship to, recognition with, and participation in the organization" (employees stay with a firm because they want to). The continuance commitment (CC) on the other hand is related to a consciousness of the costs connected with leaving the organization (employees stay with a firm because they need to). ...
Under the 11th Malaysia Plan, Malaysian government aims to boost productivity and reduce dependency on inputs from capital and labor. However, the Malaysian automotive industry needs a lot of talents and are still depending on people. Due to that situation, the toughest challenge that the industry encounters nowadays is not only how to manage the people but also how to how to maintain them. Thus, an appropriate employee retention programs to attract, recruit and retain the talent is crucial for Automotive Industry in Malaysia. This study focused on Generation Y employees who were born between 1980 and 2000 due to their ever-increasing representation in the workforce, approximately 50 per cent by year 2020. Past studies stated that Generation Y possessed high level of turnover intention and have different attitude towards loyalty to the companies. Employee retention issue related to this generation might increase if there is lack of understanding on the expectation of Generation Y at the workplace. However, these employees will also be able to make significant contributions if properly managed. In line with that, the purpose of this study is therefore to identify factors that influence Generation Y employee retention in Malaysia Automotive Industry as well as to understand the mediating role of organizational commitments on those relationships. Data were collected though a survey with 204 employees working in automotive industry in Malaysia. Overall, findings from this study indicated that Herzberg’s Motivation Factors played significant roles in retaining employees at organizations than Hygiene Factors, suggesting that organizations need to focus more on advancement, recognition, responsibility and work itself to retain their employees. The study also showed that organizational commitment did mediate the relationship between the Motivation factors and employee retention in Malaysia’s automotive industry.
We extend research on stakeholder orientation by introducing and conceptualizing “organizational benevolence”—a notion that refers to a firm’s inclination to pursue the welfare of an external stakeholder group as an end in itself manifested in a behavioral tendency in which benefiting the “other” is the ultimate goal of action. Employing a microfoundational approach, we propose a theoretical framework and a process model that explain how firms develop such a posture and how it eventually can become an enduring feature of these organizations. We build our framework on the core notion of collective commitment to the well-being of an external constituency by elaborating on the processes through which such collective commitment is mobilized, translated into collective intention, and stabilized in a behavioral tendency. Our article develops several propositions highlighting the crucial roles that emotionality and rhetoric play in these processes, alongside an enabling sociocognitive infrastructure. Overall, our work goes substantially beyond current theorizing and provides a detailed account for why some firms not founded with a prosocial mission nonetheless act consistently to benefit an external constituency in the absence of instrumental reasons to do so.
Purpose
Against the backdrop of a competitive hiring market and historically high rates of quitting, the current research examines a factor that could support talent retention in organizations: employees’ feelings of connectedness to their top executives. The authors examined the relationship between workers’ feelings of executive connectedness and job attitudes relative to other antecedents and its predictive power for quitting over and above manager and team connectedness.
Design/methodology/approach
In Study 1, the authors measured the relative predictive power of executive connectedness, along with 14 other antecedents, for the outcome of job attitudes in ten samples totaling over 70,000 observations, including two longitudinal samples. In Study 2, the authors used path analysis to test the relationship between executive connectedness and actual quitting, controlling for workers’ feelings of connectedness to their manager and teammates, in two (related) longitudinal samples.
Findings
Executive connectedness was robustly related to concurrent and future job attitudes, and it outranked manager variables in all samples. Executive connectedness predicted quitting, even when controlling for manager and team connectedness; this effect was mediated by job attitudes in one of two samples.
Practical implications
Executive connectedness could be an underutilized resource for understanding and possibly improving employee attitudes and retention. Executives should not delegate all responsibility for employee attitudes and retention to managers.
Originality/value
This research is to the authors' knowledge the first to systematically test the unique predictive validity of employees’ feelings of connectedness to executives for important outcomes. The results suggest that executive connectedness may be an important factor in employees’ workplace experience.
Purpose
An understanding of the motivation of individual employees to adopt lean practices is fundamental to successful lean implementation. This study aims to investigate the adoption of lean practices and provides an analysis of the individual-level factors necessary for lean implementation. This study presents a method for assessing the impact of individual-level factors in a company deploying lean within a biopharmaceutical manufacturing subsidiary.
Design/methodology/approach
The case study explores the attitudes of individuals within a functionally structured organisation undergoing a lean implementation initiative. A quantitative data collection approach was used to capture data from employees in a medical device manufacturing organisation.
Findings
The study found that personality and affective organisational commitment positively affects an individual’s intention to adopt lean practices. Employees with greater levels of affective commitment are more likely to partake in lean-related practices. Individuals in functions that directly support the production process, as opposed to those in functions that indirectly support production, are more likely to participate in lean practices. Finally, individuals in supervisory roles are more likely to adopt lean practices than those in non-supervisory roles, and management should involve top performers in lean.
Originality/value
There is a paucity of case study research in the area of individual-level factors for lean practice adoption. The findings of this study offer practical guidance on individual-level factors for lean practice adoption and illuminate new avenues for future research. This analysis also makes a practical contribution to the literature. From a managerial perspective, understanding why certain employees are more willing to adopt lean practices contributes to an overall lean organisational readiness and implementation framework. This insight enables the development of carefully tailored communication and training programs for managing employee motivation for and receptivity to lean.
The perpuse of current research to test impact of Strategic Engineering as an independent variable in Organizational Prosperity as a responsive variable, in the Federal Integrity Commission, one of the important control departments in Iraq, And then trying to come up with a set of recommendations that contribute to strengthening the organizational prosperity of the body in question, Based on the importance of the topic of research in public organizations, and the importance of the researched organization to society, the descriptive analytical approach was adopted in the completion of the research, and the research included a sample of the leaders of the organization, and data was collected from (91) respondents representing the research sample out of (102) who represented the research community, represented by ( general managers, assistant directors general, heads of departments, divisional officials) By adopting the questionnaire, which included (51) items, and used personal interviews and field observations as auxiliary tools in its collection, The research adopted the program Smart V.3.4, Spss V.28)) with the adoption of descriptive statistics methods (normal distribution test, confirmatory factor analysis, exploratory factor analysis, arithmetic mean, percentages, standard deviation, relative importance, coefficient of variation, and Pearson correlation coefficient and simple regression coefficient) To test its hypotheses, the most prominent results of the research were the ability of the Federal Integrity Commission to employ its strategic engineering in improving organizational prosperity through its reliance on skill and creativity, modeling and simulation, and for its stability and security, while it tended to improve the level of organizational awareness through its investment in learning, training, modeling and simulation. And for its stability and safety, while it relied on stability and safety to improve organizational capacity, and directed modeling and simulation to improve leadership support, while it relied on stability, safety, learning and training to improve the level of organizational commitment and empowerment.
ABSTRACT
The link between employee dedication and human resources management practices in Rivers State's oil and gas service enterprises is examined in this research. While affective commitment, normative commitment, and continuity commitment as measures of employee commitment serve as the criterion variable, the aspects of the predictor variable for human resource management practice include recruiting, training, and remuneration. The cross-sectional survey method was used for this investigation. 2, 866 administrative staff members who work in the Rivers State corporate headquarters of the 54 licensed oil firms in Nigeria made up the study's population. The Taro Yamene Formula was used to establish the sample size for the research, which consisted of 351 individuals. Purposive sampling was used with accessible, easy-to-use random sampling to steer this investigation. The questionnaire will be the tool utilized in this research to gather data. Using the Statistical Package for Social Sciences, descriptive statistics (mean, standard deviation, and percentages) were utilized to analyze the data, and basic linear regression analysis was employed to test the hypotheses (SPSS). The research assessed the connection between organizational commitment and human resource management methods in the Rivers State Civil Services. It especially looked at how organizational commitment measurements related to human resource management methods. It was shown that organizational commitment in oil and gas service companies in Rivers State was significantly influenced by human resource management techniques. It was established that the link between human resource management techniques and an organization's potential to be more inventive, adaptive, and competent would help the latter, boosting its chances of survival. Based on the study's results, it was advised that businesses explore spending money on employee education and training, which would not only help workers preserve their core competencies but also improve their flexibility and innovativeness.
Keywords: Human resource, training, compensation, recruitment, Commitment, oil and gas
ABSTRACT
The link between employee dedication and human resources management practices in Rivers State's oil and gas service enterprises is examined in this research. While affective commitment, normative commitment, and continuity commitment as measures of employee commitment serve as the criterion variable, the aspects of the predictor variable for human resource management practice include recruiting, training, and remuneration. The cross-sectional survey method was used for this investigation. 2, 866 administrative staff members who work in the Rivers State corporate headquarters of the 54 licensed oil firms in Nigeria made up the study's population. The Taro Yamene Formula was used to establish the sample size for the research, which consisted of 351 individuals. Purposive sampling was used with accessible, easy-to-use random sampling to steer this investigation. The questionnaire will be the tool utilized in this research to gather data. Using the Statistical Package for Social Sciences, descriptive statistics (mean, standard deviation, and percentages) were utilized to analyze the data, and basic linear regression analysis was employed to test the hypotheses (SPSS). The research assessed the connection between organizational commitment and human resource management methods in the Rivers State Civil Services. It especially looked at how organizational commitment measurements related to human resource management methods. It was shown that organizational commitment in oil and gas service companies in Rivers State was significantly influenced by human resource management techniques. It was established that the link between human resource management techniques and an organization's potential to be more inventive, adaptive, and competent would help the latter, boosting its chances of survival. Based on the study's results, it was advised that businesses explore spending money on employee education and training, which would not only help workers preserve their core competencies but also improve their flexibility and innovativeness.
Keywords: Human resource, training, compensation, recruitment, Commitment, oil and gas
There is scant research examining both the psychological (individual) and leadership (environmental) influences on older workers. We firstly examine the influence of older workers' mindfulness on their job engagement, job satisfaction and turnover intentions. Secondly, we address effective leadership approaches for older workers, comparing two positive relational leadership styles, leader member exchange and leader autonomy support (LAS). We survey 1,237 participants from 28 organisations in New Zealand and employ structural equation modelling to test our hypotheses using AMOS 24.0. We find that mindful older workers enjoy greater wellbeing and are discerning of the leadership styles that most benefit their engagement, satisfaction and intentions to stay within the organisation. We find that mindfulness has direct importance and LAS has indirect importance on advancing the wellbeing of older workers. Mindful older workers exhibit greater work wellbeing than non-mindful workers, but they also demonstrate greater expectations and discernment of the leadership styles they encounter.
Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed.
Values and personality influence decision-making, motivation, attitude, interpersonal relationships, behavior, and performance. Personal values influence traits; people try to behave in a way that is consistent with their values. Values are the drivers of behavior, including workplace behavior. The relationship between personal values and behavioral outcomes may have been explored empirical studies in various disciplines but limited to a few studies in management. In addition, the effect of job values on performance, in general, was investigated. However, when the effect of personal values on performance and job satisfaction is considered, it becomes clear how important it is to study this subject. Although many studies identify the antecedents of job satisfaction, the relationship of the Big Five personalities with job satisfaction has been much less studied. The aim of this study; It examines both direct and mediating relationships between values, personality, job satisfaction, and performance. Relationships were examined within the framework of Value Perception Theory. In the analysis, personal traits and personal values were measured formatively, while job satisfaction and sales performance were measured reflectively. It was found that personality traits do not have a mediating effect on the relationship between personal values and job satisfaction, and personality traits have a mediating effect on the relationship between personal values and sales performance. The theoretical contribution; It examines the mediating role of personality traits and provides more detailed information on the effects of values on sales performance and job satisfaction. The practical contribution; considering the impact of personality traits and values on performance, the candidate offers ideas for determining personality traits and values before making the final hiring decision.
HR is the main asset of the company, so employees in the company are expected to have high organizational commitment. This study aims to determine the role of job satisfaction in mediating the influence of emotional intelligence on organizational commitment, the research was conducted at the LPD of Tegal Darmasaba Traditional Village, Kec. Abiansemal. Badung. The number of samples is 40 employees determined by the census method. Collecting data with a questionnaire that uses a Likert scale. Data analysis technique used Structural Equation Modeling (SEM) with Partial Least Square (PLS) approach, and VAF test to mediation. The result showe emotional intelligence had a positive effect on organizational commitment, job satisfaction had a positive effect on organizational commitment, emotional intelligence had a positive effect on job satisfaction, and job satisfaction was able to mediate the influence of emotional intelligence on organizational commitment. The findings in this study have implications that in order to increase employee organizational commitment, organizations are expected to be active in approaching employees to find out the problems they are facing, so that colleagues and the organization are able to provide solutions when employees cannot control their emotions. Keywords: Emotional Intelligence; Job satisfaction; Organizational Commitment
Purpose
This study aims to empirically examine how corporate social responsibility (CSR) facilitates the employee's affective commitment in the hospitality sector.
Design/methodology/approach
A total of 408 questionnaires were distributed among the employees of the selected 13 hotels in Delhi-National capital region (NCR). Structural equation modeling (SEM) was employed to test the proposed hypotheses.
Findings
The study results confirm that CSR has a positive influence on the employees' affective commitment. Further, this study demonstrates that CSR facilitates work meaningfulness and trust among employees and consequently enhances employees' commitment.
Originality/value
This study enhances the understanding of the CSR-affective commitment link in the hospitality sector. This will add a new perspective to the literature, especially in the context of micro-foundation factors of “work meaningfulness” and “organizational trust.”
This study aims to determine the effect of work stress and organizational commitment on turnover intention and was conducted at the Best Western Kamala Jimbaran Bali Hotel which was carried out by involving all 49 employees using the census method, which means that all members of the population were involved as research subjects. Primary data collection was done by interview and questionnaire. The data analysis technique used in this study is multiple linear regression and the results show that job stress has a positive and significant effect on turnover intention, Organizational commitment has a negative and significant effect on employee turnover intention. The advice given is related to work stress, namely increasing the number of employees in departments that lack manpower and providing an old-age insurance program to increase employee commitment to the company. Keyword: job stress, organizational commitment; turnover intention
Different research have found a positive relationship between Internal Social Responsibility and the organizational commitment of employees, but the possible participation of other variables that mediate in this relationship needs to be studied in greater depth. The purpose of this paper is to assess whether this relationship is mediated by two widely studied factors in organizational management: employee satisfaction and the organizational climate. Information provided by a non-probabilistic sample of companies that have incorporated Social Responsibility into their operations in Uruguay was analyzed. A questionnaire was used that includes indicators on: specific Internal Social Responsibility practices, three dimensions of organizational commitment (identification, engagement and membership) and the two control variables (job satisfaction and organizational climate). It was found that Internal Social Responsibility correlates positively with two aspects of organizational commitment (identification and engagement), that this relationship is independent of the two control variables in the case of identification, but that it is mediated by them in the case of engagement. These results suggest that the relationship between Social Responsibility and organizational commitment is complex and that other factors intervene, therefore, in research and management, the role of these factors should be taken into account.
Diversas investigaciones han encontrado una relación positiva entre la responsabilidad social interna y el compromiso organizacional de los empleados, pero falta estudiar con mayor profundidad la eventual participación de otras variables que puedan estar mediando en esa relación. El propósito de este trabajo es evaluar si dicha relación se encuentra mediada por dos factores ampliamente estudiados en la gestión de las organizaciones: la satisfacción de los empleados y el clima organizacional. Para ello, se analizó información aportada por una muestra no probabilística de empresas que incorporaron la responsabilidad social a su gestión en Uruguay. Se utilizó un cuestionario que incluye indicadores sobre: prácticas específicas de responsabilidad social interna, tres dimensiones del compromiso organizacional (identificación, engagement y membresía) y las dos variables de control (satisfacción laboral y clima
organizacional). Se encontró que la responsabilidad social interna se correlaciona positivamente con dos aspectos del compromiso organizacional (identificación y engagement) y que esa relación es independiente de las dos variables de control en el caso de la identificación, pero que está mediada por ellas en el caso del engagement.Estos resultados sugieren que la relación entre responsabilidad social y compromiso organizacional es compleja y que en ella intervienen otros factores, razón por la cual, tanto en la investigación como en la gestión, se debería tomar en cuenta el rol de esos factores.
Esta pesquisa buscou investigar a influência do comprometimento organizacional nas atitudes retaliatórias em uma organização pública de Minas Gerais. Optou-se por realizar uma pesquisa de natureza quantitativa e descritiva, pautada no método survey interseccional, valendo-se, para coleta de dados, de um questionário que contemplou as escalas EBACO, de Medeiros, Albuquerque, Marques e Siqueira (2005), e MARO, de Mendonça e Tamayo (2003). O tratamento estatístico dos dados envolveu técnicas de modelagem de equações estruturais utilizando o método PLS (Partial Least Square). Os resultados alcançados revelam a existência de uma relação negativa e significativa entre os constructos “comprometimento organizacional” e “atitudes retaliatórias”, de modo que, quanto maior o comprometimento, menor será a retaliação e vice-versa. Estima-se que pessoas mais comprometidas tendam a ter um vínculo psicológico maior com a instituição, de modo a estabilizar possíveis reações negativas, como os comportamentos retaliatórios. Entretanto os indivíduos, no setor público, provavelmente tenham mais coragem de retaliar, principalmente apoiados na estabilidade profissional. Assim, assumem uma postura de espelho em relação ao comportamento negativo emitido pela organização ou por quem dela faça parte. Evidencia-se a influência do comprometimento nas atitudes retaliatórias ainda não indicada na literatura. Com a descoberta da relação entre comprometimento e retaliação, este estudo apresenta implicações na vida dos gestores, que passam a perceber que, com as revoluções no mundo do trabalho, a lealdade do funcionário tem-se estabelecido consigo mesmo e com a própria carreira, em detrimento da lealdade para com a organização.
Bu çalışmanın amacı işyeri nezaketsizliği, örgütsel vatandaşlık, duygusal bağlılık, iş tatmini, tükenmişlik ve iş-aile çatışması arasındaki ilişkileri incelemektir. Bu kapsamda Kayseri, Nevşehir, Aksaray ve Konya’da faaliyet göstermekte olan turizm işletmelerinde çalışmakta olan işgörenlerden kolayda örneklem yöntemiyle 492 anket toplanmıştır. Araştırma kapsamında güvenilirlik analizi, frekans analizi, doğrulayıcı faktör analizi, korelasyon analizi ve regresyon analizinden faydalanılmıştır. Yapılan regresyon analizi sonucunda iş yeri nezaketsizliğinin örgütsel vatandaşlık davranışı, duygusal bağlılık ve iş tatmine ile negatif yönlü, tükenmişlik ve iş-aile çatışması ile pozitif yönlü etkiye sahip olduğu tespit edilmiştir. Araştırma bulgularının literatürde önemli bir boşluğu doldurmasının yanı sıra, uygulamada turizm işletme sahip ve yöneticilerine işletmelerdeki etik olmayan uygulamaları engelleyebilecek ve işyerindeki medeni davranışları teşvik edecek öneriler sunulması hedeflenmektedir.
Social media has become increasingly popular among the young generation. Previous research suggests that social media consumption is correlated with fear of crime and punitive attitudes toward criminal offenders. Yet, little is known about whether social media consumption influences perceived commitment to the police occupation among young generations. This is particularly important since the police profession is currently experiencing a ‘workforce crisis.’ Using a convenient sample of approximately 300 young adults, the current study examines the link between social media exposure and police occupational commitment after controlling for the key audience characteristics. Findings reveal that the longer time that individuals spend on social media, the less likely they would attach to the police occupation. Their commitment to the police occupation is also influenced by their knowledge of police work, including police work personality and the police-citizen relationship. Implications for future research and police departments are discussed in the end.
In the context of the labor shortage crisis in Croatian hospitality sector caused by unsustainable working conditions, the aim of this research was to investigate effects of corporate social responsibility (CSR) on staff retention. Based on the literature review, authors established a conceptual framework and relationship between CSR and intention to quit mediated through job satisfaction and organizational commitment. A total of 101 Croatian hospitality employees completed the questionnaire comprised of items measuring perceived CSR, job satisfaction, organizational commitment and intention to quit. Correlation and regression were applied for data analysis and hypotheses testing. All hypotheses were supported and confirmed, indicating that CSR is a strong predictor of job satisfaction and organizational commitment which in turn account for large variance in intention to quit. CSR directly explains 37.17% of variance in intention to quit. Our findings suggest that companies that embrace their social responsibility and invest in well-being of stakeholders will have more stable workforce and lower fluctuation rates. These conclusions should be taken into account when developing human resources strategies in Croatian hospitality sector. Our study could be beneficial for solving one of the main challenges preventing more sustainable tourism development in Croatia – shortage of skilled-labor.
Organizational commitment is a positive feeling of employees towards their organization. Employees with high organizational commitment will contribute their effort and work to achieve the goals and objectives of organization; they are the most important part to the success of an organization. The purposes of this research were: (1) to study an organizational commitment of university staff and lecturers; (2) to find a difference in organizational commitment of university staff and lecturers classified by demographic profile; (3) to find a relationship between factors influencing organizational commitment and organizational commitment of university staff and lecturers; and (4) to find the most important factors influencing organizational commitment of university staff and lecturers. The population and samples in this study were 212 participants who were staff and lecturers of Mahamakut Buddhist University. The results of the study showed that, in total, an organizational commitment of university staff and lecturers can be interpreted as highly committed. In particular, university staff and lecturers are highly committed to maintaining organizational reputation, followed by job satisfaction, maintaining organizational citizenship, and accepting and following the rules and regulations of organization respectively. The results of hypothesis testing showed that university staff and lecturers differing in gender and educational level had no different organizational commitment. University staff and lecturers differing in age group, marital status, monthly income, and work experience had different organizational commitment. There was a positive relationship between factors influencing organizational commitment and organizational commitment of university staff and lecturers. Job security was the most important factor influencing organizational commitment, followed by happiness at workplace, co-worker relationship, and benefits and compensation respectively. Recommendations for this research are as follows: The university should encourage staff and lecturers to fully express their knowledge and potential beneficial to improve their work performance. The university should explain the reasons to staff and lecturers if rules and regulations have to be changed appropriately for the growth and development of the university; by this way, staff and lecturers will be satisfied with changes in rules and regulations of the university respectively. In addition, the university should consider benefits and compensations as the main factors for staff and lecturers to work in the university over the long run.
In this paper, we investigate the process by which organizational commitment is influenced by job crafting among knowledge workers. To address this aim, we conducted a longitudinal qualitative case study in a software solutions development firm in Denmark. The findings from the study suggest that relational and cognitive job crafting encourage affective, normative, and continuous commitment among knowledge workers, which ultimately has a positive influence on retention. The study also highlights the considerable overlap between different types of job crafting, with task job crafting appearing to be a precursor to relational and cognitive job crafting. This paper contributes to the job crafting literature by providing a process-focused account of how it engenders knowledge workers’ organizational commitment and to practice by suggesting how managers can support job crafting efforts to increase knowledge worker retention.
Satisfied and committed employees play a major positive role in business performance in today’s globalized and competitive landscape. This paper contributes to the literature on the empirical determinants of job satisfaction and organizational commitment, drawing on a rich micro dataset for 36 countries, using a flexible semi-nonparametric approach, which nests and outperforms the standard ordered probit model. The findings indicate that job satisfaction and organizational commitment can be fostered by instruments which can be controlled by management. Our results shed timely light on how managers can improve job satisfaction and organizational commitment and address implications of the Great Resignation. However, despite the ever-increasing pace of globalization and expanding role of multinationals across the globe in shaping work environments, our results uncover that significant cross-country differences in job satisfaction and organizational commitment do exist, even after controlling for a plethora of job-and-workplace manageable attributes and individual (including religious dimensions) related characteristics.
If the concept of organizational commitment is to have any analytical utility, it must be differentiated from the concept of expectancy. Viewing commitment and expectancy as two independent behavioral forces makes it possible to explain instances of commitment not explicable according to exchange or expectancy theories, such as remaining with an organization despite reward valences being reduced, inequity developing, and expectations not being met. Commitment defined as a force that maintains behavioral direction when expectancy/equity conditions are not met has at least four sources: investments, reciprocity, lack of alternatives, and identification.
This study examined job involvement and organizational commitment as interactive predictors of absenteeism and tardiness behaviors. Personnel records and questionnaires were used to collect tardiness and absence data for a subsample of 82 registered staff nurses out of a total sample of 228 nurses from a large Midwestern hospital. Results showed supportfor the hypothesis that individuals showing higher levels of job involvement and organizational commitment would exhibit less unexcused tardiness and absenteeism than those with lower levels of job involvement and organizational commitment. The implications and limitations of these findings are discussed.
We investigated the relative and combined effects of personal and situational variables on job outcomes of new professionals. The personal variables were cognitive ability, socioeconomic status, and career goals; the situational variables were job feedback, autonomy, and job context. Data were collected at two times from 280 newly hired, entry-level accountants at "Big Eight" firms. Both personal and situational variables predict job outcomes, but their relative influence depends on the outcome measure. Situational variables account for the most variance in job performance, job satisfaction, and organizational commitment; personal variables account for the most variance in promotability, internal work motivation, and turnover. The findings indicate that job performance does not take care of itself by selecting bright people, but requires constant vigilance and effective systems. The results also suggest that a given result can be achieved through a variety of behavioral science interventions.
Criticisms of normative explanations of helping behavior are examined, and an explanation responsive to these criticisms is proposed. This explanation specifies conditions which affect the activation of personal norms and hence their influence on behavior. One hypothesis based on the explanation was tested: the impact of norms on behavior is a function of the tendency to deny or to ascribe responsibility to the self (AR). AR and personal norms toward donating bone marrow to a stranger were measured in a mailed questionnaire. Three months later, 132 women received mailed appeals to join a pool of potential donors from an unrelated source. As predicted, volunteering was a function of the AR × personal norm interaction (p < .0001). Personal norms had no impact on volunteering among those low on AR (deniers), but a substantial impact among those high on AR. Neither intentions to donate, attitudes toward transplants, nor various sociodemographic variables added to the variance in volunteering accounted for by the AR × personal norm interaction.
Two models of the factors leading to organizational commitment are compared: the member-based model, which holds that commitment originates in the actions and personal attributes of the organizational member, and the organization-based model, which is based on the premise that commitment reflects a member's reciprocation for the organization's having provided resources that satisfy important needs. Although the latter model received more support from the data, both models explained significant amounts of variance in commitment. Contrary to the preponderance of related research findings, extrinsic aspects of satisfaction were more strongly associated with organizational commitment, than were intrinsic aspects. This finding was attributed to the composition of the respondent sample, a group of blue-collar, unionized employees.
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
One hundred and eight recent Master's of Business Administration graduates were surveyed immediately after accepting jobs and again 6 months later. It was hypothesized that subjects who made job choices on intrinsic bases (e.g., intrinsic interest in the job, opportunity for advancement) would be more satisfied and committed than those who made the decision based on extrinsic factors (e.g., external pressures such as family concerns and preference for geographic location). Results showed both intrinsic and extrinsic decision factors to be positively related to subsequent satisfaction and commitment. Canonical correlation analysis showed an extrinsic job feature (salary) to be positively related to future tenure intention and negatively related to job satisfaction. These findings suggest that job satisfaction and commitment may be related to both the intrinsic and extrinsic factors considered when the original job choice is made. In a recent article on organizational entry, Wanous (1977, p. 601) noted that much of the research literature on job choice was organizationally rather than individually oriented, that is, focused on the organizational activities associated with recruitment and selection rather than on the individual choice process. Although representatives of organizations need to devise methods for attracting and choosing new members, the individual must also make a decision to choose one firm and job over others offered. On what basis does an individual make this decision? The field of vocational psychology has contributed much to our understanding about how individuals choose particular occupations (e.g., Crites, 1969; Holland, 1973). The selection of an occupation, however, is typically a more extended process than the decision to accept a job. The latter activity, as Wanous (1977) observed, is far more of a conscious personal decision than the lengthy process involved in entering an occupation. Occupational entry is often in
The factor structure of the Affective and Continuance Commitment Scales (ACS and CCS; Meyer & Allen, 1984), as well as the causal links between affective and continuance commitment, were examined. Data were obtained from 2 employee samples on a single occasion and from a sample of new employees on 3 occasions during their first year of employment. Confirmatory factor analyses revealed that (a) the ACS and CCS measure different constructs and (b) the CCS can be divided into 2 highly related subscales reflecting costs associated with leaving the organization (lack of alternatives and personal sacrifice). Tests of nonrecursive causal models with cross-sectional data revealed that (a) affective commitment had a negative effect on the alternatives component of continuance commitment in all samples and (b) both components of continuance commitment had a positive effect on affective commitment for established employees. Analyses of the longitudinal data revealed only a weak, negative, time-lagged effect of the alternatives component on affective commitment.
In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with leaving the company), and job satisfaction. Commitment and satisfaction scores were correlated with three indexes of performance obtained from the managers' immediate supervisors. As predicted, affective commitment correlated positively and continuance commitment correlated negatively with all three measures of performance. Job satisfaction did not correlate significantly with performance ratings. The findings are interpreted as illustrating the importance of distinguishing between commitment based on desire and commitment based on need and as supporting organizational efforts to foster affective commitment in their employees.
A model of the antecedents (personal-demographic, organizational relationship, and person-organization fit) of organizational commitment was empirically analyzed. The study used a sample of employees (N = 406) from a wide variety of organizations to test the hypotheses. The results of the multiple regression analysis supported the hypothesized relationships and the proposed model on the antecedents to organizational commitment. In particular, this study uncovered heretofore unknown implications that attributional processes such as locus of control have on organizational commitment as well as supporting previous research on the impact of demographics and leader behavior. Overall, the antecedent model, tested empirically, has important practical implications for predicting employees' organizational commitment.
This is a report of a study designed to empirically test a theory of commitment developed by Howard Becker.¹ Becker contends that commitment occurs through a process of placing side-bets. When an individual has made a side-bet, he has "staked something of value to him, something originally unrelated to his present line of activity."² In general, Becker contends that the greater the number of side-bets, the greater the commitment of the individual. Two types of commitment were examined in this study: commitment to the organization and commitment to the occupation. Specifically, this study focused on personne1 managers. The amount of commitment of personnel managers was ascertained by a series of questions which attempted to determine for what reasons, if any, a person would leave his organization and his occupation.
After first reviewing the existing theoretical frameworks for human behavior, we present a social learning theory approach that incorporates the interactive nature of all the variables of organizational behavior - the behavior itself, the environment, and the person (internal cognitions). We differentiate social learning theory from operant theory, highlighting the processes of modeling, cognitions, and self-control. We suggest self-management techniques as a way to apply the social learning framework in order to enhance managerial effectiveness.
The effects of postdecisional justifications on the job satisfaction and commitment of new employees were investigated. One hundred and eight M.B.A.'s were questioned about their job choice immediately after making the decision and then again six months later. Turnover data were collected after 24 months. Results showed that individuals who had made the original decision volitionally, that is, from among a number of offers and free from external constraints, and who had perceived the choice to be irrevocable were more satisfied and committed six months later than others. The perceived irrevocability of the choice and behavioral commitment were also negatively related to turnover after two years. Interaction effects between the sufficiency of the original justification and job alternatives was associated with diminished job satisfaction and commitment for insufficiently justified respondents. Overall, the results of this investigation are interpreted as consistent with the view that attitudes and commitment may be created retrospectively through processes of rationalization and justification.
Measures of organizational and occupational commitment, as operationalized by Ritzer and Trice, and Alutto et al. were obtained
from 120 park and forest rangers working in state and federal organizations in Virginia. Findings yield partial support for
Becker's original side-bet hypothesis, especially with respect to organizational commitment. Stronger support, however, is
found for an alternative social psychological explanation of commitment, offered by Ritzer and Trice. Since neither explanation
of organizational or occupational commitment is totally supported by the data, future research should take into account the
various fields and levels of those surveyed.
The effects of salary, the availability of job alternatives, tenure, and the length of time in the organization on satisfaction with the organization and on intention to leave were investigated for a random sample of 4,058 respondents drawn from the Carnegie Council's 1969 survey of college and university faculty. Satisfaction with the organization and expressed intention to remain were positively related to the amount of salary, length of time in the organization, and tenure, and were negatively related to the availability of job alternatives. An interaction between behavioral commitment, operationalized as either length of time in the organization or tenure, and the amount of salary was observed. Respondents not behaviorally committed showed a positive relationship between salary and satisfaction. Committed respondents did not show this relationship, and the interaction between behavioral commitment and sufficiency of reward was observed to be stronger in those who had recently had job alternatives. The data indicate that a weak form of the insufficient justification hypothesis can be supported from field studies, but there was no support for the strong form of the hypothesis of a negative relationship between satisfaction and sufficiency of justification.
In this study of 318 school teachers and 395 hospital employed nurses, commitment to profession or organization is operationalized as the willingness to leave each system
when offered slight increases in pay, status, job freedom, and friendliness of co-workers. Contrary to previous research by
Ritzer and Trice, study results lend support to the concept of “side-bets” as a structural phenomenon important in understanding
individuals' commitments to organization or occupation.
The study attempts to relate the organizational commitment of lower-level employees to organizational effectiveness in organizations offering bus services. Organizational commitment was found to be associated with organizational adaptability, turnover, and tardiness rate, but not with operating costs or absenteeism. Two subscales were constructed to measure value commitment and commitment to stay in the organization. Few significant differences were found between the subscales, as they relate to various indicators of organizational effectiveness, and the overall pattern suggested the need to avoid simplistic assumptions about the impact of commitment on organizationally relevant behavior.
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Four measures of work commitment (job involvement, organizational commitment, work ethic endorsement, and intention to remain), five job satisfaction facets, and six personal characteristics were examined under three career stage operationalizations: age, organizational tenure, and positional tenure. Results from a sample of 2200 public agency employees indicated that the selection of a career stage operationalization influences findings related to organizational commitment and intention to remain while job involvement, work ethic endorsement, job satisfaction, and personal characteristics are relatively unaffected by the operationalization chosen. Age was observed to explain more variation in the variables studied, when compared to the tenure measures. However, the overall levels of explained variation are low. Additional research designed to validate the concept of career stage is advocated.
Evidence is presented that (a) employees in an organization form global beliefs concerning the extent to which the organization values their contributions and cares about their well-being, (b) such perceived organizational support reduces absenteeism, and (c) the relation between perceived organizational support and absenteeism is greater for employees with a strong exchange ideology than those with a weak exchange ideology. These findings support the social exchange view that employees’ commitment to the organization is strongly influenced by their perception of the organization’s commitment to them. Perceived organizational support is assumed to increase the employee’s affective attachment to the organization and his or her expectancy that greater effort toward meeting organizational goals will be rewarded. The extent to which these factors increase work effort would depend on the strength of the employee’s exchange ideology favoring the trade of work effort for material and symbolic benefits.
Theoretical definitions suggest that psychological identification and exchange evaluations affect the levels of organizational commitment that managers experience. A new, more applied approach was offered, suggesting that the Human Resource Management Practices (HRMPs) of an organization have direct influences on commitment. It was hypothesized that HRMPs would be more strongly related to commitment than demographic, job characteristic, social environment, or supervisory variables. Stepwise and hierarchical regression results of the responses of agricultural managers supported the hypotheses. The perceptions of the merit-system accuracy and the fairness of promotions accounted for the most variability. Tenure with organization and task identity were also significant predictors in the stepwise regression.
Based on a sample of worker-owners in a producer cooperative and employees in a conventional organization, this study empirically tests portions of a theoretical model explaining the relationship between worker ownership and control and work attitudes and behaviors. According to the model, worker-owners in the cooperative are hypothesized to have higher perceptions of particiption in decision-making, pay equity, performance-reward contingencies, and group work norms than are employees in the conventional organization. These perceptions, in turn, are expected to lead to an increased commitment to the organization and lower levels of absenteeism, tardiness, accidents, grievances, and turnover. Results partially support the model with members of the cooperative being more committed to their organization, while at the same time having higher absenteeism and tardiness levels than employees in the conventional firm. Implications of results are presented, and directionsforfuture research are discussed.
This study tracked the development of organizational commitment from a pre-employment period through the first three months of employment. All major linkages in the Mowday, Porter and Steers (1982) model of the determinants of organizational commitment were tested and supported. Commitment had a strong association with behavioral intentions to turnover, which in turn were significantly associated with subsequent turnover behavior.
Relationships of several aspects of organization structure with organizational commitment were examined within a multiple regression framework for 262 public sector employees. As a set, the six structural variables accounted for over 20% (p < .001) of the variation in organizational commitment for the vocationally heterogeneous sample studied. Overall, these results suggest that future model-building efforts should take organization structure into account as one potentially important dimension of influences on organizational commitment.
A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.
A model of the turnover process is developed by synthesizing three turnover models: those of Price and Mobley and the model which has developed around the organizational commitment variable. This model is tested via path analysis and is generally supported. An attempt to cross-validate the new model also provided reasonable support Jor it.