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Meyer and Allen Model of Organizational Commitment: Measurement Issues
Abstract
Meyer and Allen's three-component model of organizational commitment has become the dominant model for study of workplace commitment. Given its widespread usage, analyzing the accuracy of the scales developed to tap the construct is warranted. This paper includes a critical analysis of the organizational commitment framework proposed by Meyer and Allen and examines the validity of its constituent subscales for the measurement of Affective Commitment (AC), Normative Commitment (NC), and Continuance Commitment (CC). It identifies the critical issues that need to be addressed to enhance the accuracy and usefulness of Meyer and Allen's model. It incorporates corresponding solutions and proposes an enhanced model for the measurement of organizational commitment.
... Specifically, employee performance, which is a crucial factor for the sustainability of a firm, can be determined by the severity of an economic crisis. Work-related behaviors, such as employee performance, productivity, creativity and turnover are influenced by job attitudes like job satisfaction and organizational commitment (Jaros 2007, Judge & Kammeyer-Mueller, 2102, Judge et al. 2001, Markovits, Boer & Dick, 2013. Work related attitudes, like all attitudes, are not stable and can change due to external stimuli and social upheaval. ...
... This study attempts to measure and evaluate employee performance by using the two most important job attitudes; namely, job satisfaction and organizational commitment. Both are welldocumented factors determining behaviors such as employee performance, productivity, creativity and turnover (Jaros 2007, Judge & Kammeyer-Mueller 2102, Judge et al. 2001, Harrison, Newman & Roth, 2006, Markovits, Boer & Dick, 2013, Riketta, 2008. Harrison, Newman & Roth (2006) come to the conclusion that overall job attitude (i.e. ...
... The three component model of commitment developed by Allen & Meyer (1990) undoubtedly dominates organizational commitment research. This model has been used by researchers to predict valuable employee outcomes such as citizenship behavior, turnover, absenteeism and job performance (Jaros, 2007). Commitment can be characterized by different mindsets: desire, cost and obligation, which are labeled as affective, continuance and normative commitment, respectively (Allen & Meyer, 1990). ...
Organizations & employees in Greece are affected by the on-going financial crisis which has far-reaching negative impacts on many aspects of the economic life. This paper examines the impact of the financial crisis on employee performance in Greece. Data is collected from a heterogeneous sample of employees from public and private sector. Participants report their job satisfaction and organizational commitment, the change of their working conditions and the problems they have experienced during the last six years since the crisis has started. Results show that pay and extrinsic satisfaction, as well as, job security and affective commitment are the factors influencing employee perception about the deterioration of working conditions. Furthermore, the findings indicate that employees in the public sector feel less satisfied with their payment, but equally insecure with private sector’s employees. Permanent and open-ended contract staff, as well as, full time employees are more secure and satisfied with their payment and more affective committed than people with more flexible type of employment. The results of this study indicate that it is important for managers to develop management policies to improve employee satisfaction and commitment as these relate to performance increase.
... McGee and Ford (1987) originally conceived continuance commitment to measure lack of alternative employment options. Jaros (2007) proposed changes to this construct following concerns about the original measure and propositions that continuance commitment should instead focus on feelings of anxiety and sacrifice due to sunk costs in the organization. These sunk costs bind individuals to the organization and leaving the organization would come with high emotional, social, and economic sacrifice (Jaros 2007). ...
... Jaros (2007) proposed changes to this construct following concerns about the original measure and propositions that continuance commitment should instead focus on feelings of anxiety and sacrifice due to sunk costs in the organization. These sunk costs bind individuals to the organization and leaving the organization would come with high emotional, social, and economic sacrifice (Jaros 2007). We choose to focus on this aspect of commitment to ascertain if sunk costs, which are less likely among contingent workers than traditional workers, affect whistleblowing. ...
... The Organizational Commitment Scale was developed by Allen and Meyer (1990) and revised by Jaros (2007). The full scale includes multiple factors, but for this study we chose to focus on continuance commitment. ...
Little is known about the factors that influence whistleblowing for contingent workers. This study compares the whistleblowing intentions of 146 traditional full-time and contingent workers. We find that contingent workers are significantly less likely to whistleblow than traditional full-time workers. Some of these differences in whistleblowing intentions appear to be due to feelings of powerlessness, organizational citizenship behavior, and organizational commitment that workers have in relation to their organizations. We offer future research ideas, implications for practice, and practical suggestions to encourage whistleblowing by contingent workers.
JEL Classifications: M49.
... In Poland, so far there has only been a cultural adaptation of the TCM measures based on Mayer's and Allen's concepts (Bańka, Bazińska, & Wołowska, 2002;Wnuk, 2017). Therefore, an alternative tool is lacking that would allow for a more precise assessment of the commitment concept, free from the identified limitations of the TCM (e.g., Jaros, 2007;Cohen, 2014), and allowing the study of worker commitments to various targets. Taking into consideration all the above, the aim of the study is the Polish adaptation and validation of K.U.T. scale developed by Klein et al. (2014). ...
... While not examined in this study, (Klein et al., 2014) demonstrated that the K.U.T. has less overlap with measures of attitudes than the TCM affective scale and explains more variance than all three TCM scales (Allen & Meyer, 1996) combined after controlling for those same confounds for employee behavior. In short, using the K.U.T.-PL eliminates many of the previously noted problems with other measures of commitment (Jaros, 2007). From a practical standpoint, the K.U.T.-PL is shorter and is target neutral, meaning it can be used to assess the full range of different work-related commitment targets, not just commitment to the employing organization. ...
The Klein et al. Unidimensional Target neutral (K.U.T.) commitment measure is a promising short self-report measure forming a counterpoint to the popular multidimensional approach to the assessment of commitment. The goals of the present study were to examine the construct reliability, convergent, discriminant, an incremental validity; and the measurement invariance (sex, education, job position) of the Polish version of K.U.T. The scale was evaluated using a sample of adults working for Polish organizations. Confirmatory factor analyses confirm original structure of the K.U.T.-PL and its measurement reliability and validity. Moreover, performed analysis showed that K.U.T.-PL was invariant across sex, education, and job position group. In conclusion, the findings confirm that the Polish adaptation of the K.U.T. presents solid psychometric properties and initial evidence of validity.
... Organizational commitment Is the degree of health professionals' attachment, loyalty, and identification with their organization. Its overall level of organizational commitment was measured by 10 items with a 5-point Likert scale (1 = strongly disagree to 5 = strongly agree) [24]. The mean score was converted to a percentage of the scale mean score (%SM). ...
... Part one sociodemographic and economic data with 12 items, part two job satisfaction data comprised 22 items, and part three perceived organizational support questionnaire with 8 items [9]. Part four OC was measured with 24 items which were adapted from questionnaires developed and validated by Meyer and Allen [24], and part five perceived leadership style measure with 9 items adapted from the Multifactor Leadership Questionnaire (MLQ) [28]. Except for the sociodemographic and economic data, all parts will be measured on a 5-point Likert scale ranging from strongly disagree = 1, to strongly agree = 5. ...
Abstract Introduction Organizational commitment refers to the extent to which employees identify with and are involved with a given organization. It is an important variable for healthcare organizations to consider since it acts as a predictor of job satisfaction, organizational efficiency and effectiveness, health professionals’ absenteeism, and turnover. However, there is a knowledge gap in the health sector about workplace factors that are associated with healthcare provider commitment to their organization. Thus, this study aimed to assess organizational commitment and associated factors among health professionals working in public hospitals in the southwestern Oromia region, Ethiopia. Methods A facility-based analytical cross-sectional study was conducted from March 30 to April 30, 2021. A multistage sampling technique was employed to select 545 health professionals from public health facilities. Data were collected using a structured self-administered questionnaire. simple and multiple linear regression analyses were employed to assess the association between organizational commitment and explanatory variables after checking the assumptions of factor analysis and linear regression. The statistical significance was declared at a p-value of
... Emotional commitment: It refers to the commitment based on the emotional ties developed by the individual with the organization as a result of positive experiences (Sulu, et.al, 2010: 29) [48]. While defined the emotional commitment as the employee's relation and with its goals, and the employee's desire to keep working with his or her organization [44]. Another one defined the emotional commitment as the extent to which employees feel committed towards their organization by virtue of balancing the costs associated with leaving the job, emotional commitment is emotional bond with organization and employee's belief in the values of organization [45]. ...
... Ongoing commitment: The ongoing commitment is based on realizing the necessity of staying in the organization, they pointed out that the continuous commitment consists of two separate components (perceived sacrifice associated with leaving work and lack of job options) [49]. The ongoing commitment is a commitment based on the expected costs of leaving the organization, both economically and socially [44]. ...
The current research aims to diagnose the correlation & effect relationship between the organizational values including (Reward values , Justice values, and value of teamwork) as dependent variable and employees commitment including (Emotional commitment, Normative commitment, and Ongoing commitment) as an independent variable. The study was conducted on a random sample consisting of (50) employees from different departments at the General company for electric and electronic industries-Iraq. We use questionnaire as tool for collecting information, then we analyzed these information by using (spss) program. Our findings suggested that there is a correlation and effect relationship between organizational values and commitment of employees. Organizational values plan crucial role in making employees more committed and in deepening the spirit of belonging and organizational loyalty. Value of justice and the value of teamwork have on effect on deepening the ongoing commitment with the organization. The most important recommendation is to increase the investment of organizations in both concepts Organizational value and organizational commitment and give them more attention priority because of their positive effect on the strategic performance of organization achieving the goals.
... There was much studied evidence from Western countries on authentic leadership to firm performance and employee behavior (Jaros, 2007;Çakmak-Otluo glu, 2012;Hyun et al., 2015;Topping, 2016). But unfortunately, there is too little study found in Saudi NPOs, where organizations face hardships in achieving employee's attention, knowledge-sharing behaviors and psychological engagement. ...
... These items underwent analysis based on their factor loadings, and any items that did not meet the required threshold limit were removed from the study. This study adopted the commitment instrument scale developed by Meyer and Allen (1991), further modified by Abdullah (2011) and Jaros (2007) and theorized by Allen and Meyer (1993). In the study conducted by Hyun et al. (2015), only one dimension, namely, affective commitment, was used to measure its relationship with knowledge sharing. ...
Purpose
Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on organizational commitment and tacit and explicit knowledge-sharing behaviors in Saudi non-profit organizations (NPOs). The study also aims to explore authentic leadership’s direct and indirect impact on tacit and explicit knowledge-sharing behaviors via organizational commitment.
Design/methodology/approach
The study used a quantitative research design by distributing a survey questionnaire among 415 employees. A total of 300 responses were collected during the survey questionnaire data collection.
Findings
The results showed that authentic leadership significantly and positively influenced organizational commitment and tacit and explicit knowledge sharing. Additionally, organizational commitment significantly and positively mediated the relationship between authentic leadership and tacit knowledge sharing, and there was partial mediation. However, organizational commitment failed to mediate the relationship between authentic leadership and explicit knowledge sharing.
Practical implications
The management of Saudi NPOs should focus on developing knowledge capital resources for employees who work in an organization to get a competitive advantage.
Originality/value
The study made a novel contribution that the Saudi NPOs should promote tacit and explicit knowledge-sharing but focus more on explicit knowledge sharing.
... Organizational commitment is a crucial behavioral dimension and can be used to measure how dedicated employees are in an organization (Jaros, 2007). Organizational commitment is an individual's strength with the organization (Nelson & Quick, 2012). ...
... In another study, Jaros (2007) suggested that when an employee has a strong relationship with the creator, it will lead to strong organizational commitment. However, it takes more empirical evidence from different context to investigate the relationship between them. ...
The study's objective was to examine the impact of Islamic Work Ethic on the affective commitment of non-profit organization through job satisfaction as a mediating variable. Research data collection was conducted on 201 employees of non-profit organization in Lombok. The research sample was taken using the purposive sampling technique. The results showed that Islamic Work Ethics has a significant and positive influence on the Job Satisfaction with unstandardized Beta value is 0.292. It strengthens the results of Shafique’s previous research in 2015 that Islamic Work Ethics has a positive influence on the Job Satisfaction of employees. Meanwhile, Islamic Work Ethics significantly affects the Affective Commitment through Job Satisfaction as a mediation variable with unstandardized Beta value is 0.911 (indirect effect). Then, it can be said that there is a partial mediation in this study.
... They emphasize the equal importance and utility of each form of commitment. Meyer and Allen's three-component model has been employed as a predominant framework for studying workplace commitment (Jaros, 2007). Researchers have utilized this model to predict crucial employee outcomes, including turnover, citizenship behaviors, job performance, absenteeism, and tardiness. ...
In contemporary organizational research, organizational commitment has emerged as a crucial concept in comprehending employees' behavior within the workplace, reflecting their identification with an organization and dedication to its objectives. Despite its significance, the existing literature reveals a scarcity of research on this subject within the Vietnamese educational context. Therefore, the primary objective of the current study was to validate the factor structure of the 24-item Organizational Commitment Questionnaire (OCQ) in Vietnam. Both exploratory and confirmatory factor analyses were employed to analyze the data obtained from 706 high school teachers. The results obtained from the factorial analyses strongly support the validity of the three-factor model of the original OCQ, which comprises affective commitment, continuance commitment, and normative commitment. The results include statistical measures such as factor loadings, eigenvalues, and variance explained, indicating how well the observed data align with the proposed three-factor model. This validation is crucial for understanding and measuring organizational commitment within the Vietnamese settings. Educational researchers can rely on these findings to better assess teachers’ commitment within schools. This study suggests further examining the reliability and validity of the OCQ with a wide range of participants among teachers at both elementary and secondary school levels.
... The fourth section was organizational commitment. The questions on organizational commitment, in turn, had five items that were adapted from the measurement scale constructed by Ahmadi (2014), Allen and Meyer (1990), Chiang & Wang (2012), Jaros (2007, and Shah et al. (2011). These items referred to affective commitment and continuous commitment. ...
The generation gap is critical, especially when employees do not agree about some terms that affect their completion of tasks. This issue is debated in organizations, causing incompatibilities between human resource management and development structures. Hence, these constraints led this study to measure the differences shown by generations X and Y, and how they impact the relationship between psychological empowerment, employee performance, and organizational commitment. This research used questionnaires and in-depth interviews as the main procedures for collecting and obtaining data—196 items of data were received from the Malaysian Islamic Finance Agency. SmartPLS software was used to test the research hypotheses and the differences between the two groups are Gen X and Y (PLS-MGA). The results of the PLS-MGA test confirmed that, in the relationship of psychological empowerment and job performance alone, it was found there was a generational difference between X and Y (p-value < 0.05). However, while running the hypothesis test (using the bootstrapping test), it was found that both hypotheses are acceptable, which shows the relationship between psychological empowerment and job performance based on two different groups, namely Gen Y = t-statistic (10.961) and Gen X = t-statistic (11.993). Thus, H1 is supported. Meanwhile, the relationship between psychological empowerment and organizational commitment is based on two different groups, namely Gen Y = t-statistic (8.675) and Gen X = t-statistic (8.349), which means H2 is also supported. Consequently, it is hoped that the findings of this study will serve as essential guidance for employers in both the public and private sectors. Human resource management teams can use the findings to understand the natural complexity of psychological empowerment constructs in realizing the challenges and difficulties in predicting organizational goals, in terms of job performance and organizational commitment.
... Second dimension, described as continuance or calculative commitment (hereinafter, CC), was defined as a component of employee's commitment felt as a 'need to continue in the organization' owing to economic factors relevant for the employee (Meyer & Allen, 1984,1991Singh & Gupta, 2015). Allen and Meyer, (1990), improved upon their twodimensional model of the conceptbyadding another dimension to it, described it as normative commitment (hereinafter, NC), and thereby established three-dimensional model of OC (Jaros, 2007;Rakatu, Chandra & Soma 2021). NC was defined as that component of commitment which involves a sense of gratitude engrained in individuals owing to eitherdevotionfor their jobsor love for organizational goals.However, in 1991, Meyer and Allen (1991) finalised their study and confirmed the multidimensionality of the concept which represented relative strength of employee's involvement in, identification with, and loyalty to their organization's affairs (Meyer & Allen, 1991;Faloye, 2014) and termed it as OC. ...
Numerous instruments have been created to measure the construct, organizational commitment, ever since its conceptualization, as scope, specificity and possibility of its empirical measurement has also been a subject of various theoretical examinations. A literature review of research articles, accessed from EBSCOHOST, J-GATE and Google Scholar databases, measuring, Organizational Commitment have been undertaken, with an established reliability and validity. After identifying 195 relevant studies, 37 were short listed based on inclusion criteria. Empirical articles in English, having keywords in the 'Title/Keywords' and measuring instruments used in minimum two studies, have been included. Final scrutiny led to identification of seven instruments and analysis of three different & extensively used measuring instruments. Literature review highlighted, need for scholars to acquaint themselves about inadequacies of these instruments as it aids their refinement and study of commitment. Future research on the subject needs to focus on integration of organizational and personal characteristics affecting Organizational Commitment, develop a model concerning these relationships and their implications.
... Distributive justice was measured by five items, procedural justice was evaluated by six items, and interactional justice was assessed by nine items, these all items was adopted from (Niehoff & Moorman, 1993). Organizational commitment was estimated by nine items adapted from (Jaros, 2007). Perceived organizational support was gauged by seven items rented from (Eisenberger et al., 1986). ...
This study aims to investigate the impact of organizational justice (distributive, procedural, and interactional) and organizational commitment on employees' knowledge-sharing behavior by applying the equity theory in emerging countries, particularly Pakistan. Also, this study investigates the moderating effect of perceived organizational support on the studied relationship. The data were collected from 365 employees of service sectors, such as the telecommunication organizations in Lahore, Pakistan, using a self-administered questionnaire. The study used the quantitative method to test the theoretical model and proposed hypotheses empirically. The empirical results of partial least square structural equation modeling (PLS-SEM) revealed that procedural justice and organizational commitment positively impact knowledge-sharing behavior. However, distributive justice and interactional justice were found to be insignificant to knowledge-sharing behavior. Next, the moderating effect of perceived organizational support significantly influences the association between distributive justice, interactional justice, organizational commitment, and knowledge-sharing behavior. The findings of this study may help organizations improve employees' commitment to the firm by ensuring fairness in procedures and resources. Likewise, it may help managers create a sense of equality among employees; as a result, they share their knowledge and experience with team members as well as with other personnel of the organization.
... On the other hand, an individual's faith in being observed by God would likely result in ethical decision-making (Sulaiman et al., 2022). Similarly, an employees' strong link with his creator will induce positive organizational outcomes (Jaros, 2007). Muhamad et al. (2008) found that one's level of devoutness or religiosity influences the orientation towards IWE. ...
Despite growing research in Islamic work ethics, there is a dearth of literature on underlying mechanism of how it can be enhanced. Drawing upon the social cognitive theory, this study aims to develop and test the serially mediated model that examines the effect of religious communication on Islamic work ethics through self-reflection and self-reform. Using a multistage sampling technique, data is collected from 174 Muslim employees of the Islamic banking industry in Pakistan in one point in time. Results indicate that the indirect effect of serial mediation of religious communication and IWE through self-reflection and self-reform is significant. This research is among the pioneer efforts to investigate the impact of religious communication on Islamic work ethic through serial mediation. Furthermore, the novelty of this study lies in its exploration of the underlying mechanisms for enhancing Islamic work ethics (IWE), a topic that has been relatively under-researched in the context of Islamic work ethics. The practical significance of this research is evident in its potential to guide organizations in designing and implementing religious communication-based strategies aimed at fostering IWE among their employees, thus contributing to the ethical and productive growth of the Islamic work environment.
... The third trend stems directly from these criticisms of complexity, along with the questioning of the psychometric validity of measurement instruments (Jaros, 2007;Ko et al., 1997) and the proliferation and inconsistency of different definitions of commitment (Morrow, 1983) as well as the distinction between closely related concepts such as job satisfaction (Le et al., 2010). All of these criticisms have led to a re-examination of the dominant model. ...
L’implication (ou engagement) au travail est un concept clé pour les chercheurs en comportement organisationnel et pour les praticiens car il aide à prévoir des comportements très recherchés dans les organisations contemporaines, tels que l’intention de départ, l’assiduité ou les comportements de citoyenneté organisationnelle. La recherche est toujours active dans ce domaine : la prédominance de l’approche tridimensionnelle de l’engagement initialement proposée par Meyer et Allen (1991) a été régulièrement remise en question, et d’autres propositions ont vu le jour. L’une d’entre elles s’attache à redéfinir le concept clé d’implication dans un format concis et précis (Klein et al. , 2012, 2014). Cette nouvelle approche s’accompagne d’un instrument de mesure compact et polyvalent (KUT : Klein et al., Unidimensional Target free measure of commitment ). L’objectif de cet article est de démontrer l’intérêt de cette nouvelle définition de l’implication, et de contribuer à la validation de l’échelle KUT en contexte français. Nous avons réalisé cette opération en plusieurs étapes, en mobilisant cinq échantillons comprenant un total de 2096 salariés issus de quatre pays francophones (France, Suisse, Belgique et Canada). Nous montrons que la version française de l’échelle KUT présente des propriétés psychométriques adéquates et une invariance culturelle entre les quatre sous-échantillons.
... The findings reveal that the financial crisis has a positive but statistically insignificant impact on job satisfaction (β = 0.099, p = 0.074), contrary to previous studies conducted by (Jaros, 2017), (Papavasili, 2019). Cutting allowances and wages also showed no significant negative impact on job satisfaction (β = -0.038, ...
... Employee commitment in the model is affective commitment, which represents the individual's emotional attachment to the organization. According to Meyer and Allen (1997), affective commitment is "the employee's emotional attachment to identification with, and involvement in the organization" (Jaros, 2007). Organizational members, who are committed to an organization on an affective basis, continue working for the organization because they want to stay with the organization (Meyer & Allen, 1991). ...
Human resource management practices are the integration of employee commitment. The general objective of this study was to examine the effect of human resource management practices on employee commitment to work in silta zone the case of silta zone zone administration public service sectors. The study adopted a descriptive and explanatory research design, with the study sample covered of 307 respondents selected among the leaders and non-leader employee in silte zone administration. Data was collected using both primary and secondary sources through questionnaires and reference books, and the collected data was analyzed using descriptive and inferential analysis. The analysis was done using IBM SPSS statistical software version 24 and the findings of the study revealed that independent variables such as HRM practice have a significant and positive impact on employees' commitment. Based on the finding the study concluded that if organization managed efficiently HRM practices have a positive and significant effect on employee commitment. The study result shows that the silte zone administration currently has moderate level human resource management practice that directly affect employee's commitment. The study finally recommended that silte zone administration should improve its human resource management practice for a competitive and advanced employee commitment as well as to keep them thereby increasing their commitment to the organization.
... Employee commitment in the model is affective commitment, which represents the individual's emotional attachment to the organization. According to Meyer and Allen (1997), affective commitment is "the employee's emotional attachment to identification with, and involvement in the organization" (Jaros, 2007). Organizational members, who are committed to an organization on an affective basis, continue working for the organization because they want to stay with the organization (Meyer & Allen, 1991). ...
Human resource management practices are the integration of employee commitment. The general objective of this study was to examine the effect of human resource management practices on employee commitment to work in silta zone the case of silta zone zone administration public service sectors. The study adopted a descriptive and explanatory research design, with the study sample covered of 307 respondents selected among the leaders and non-leader employee in silte zone administration. Data was collected using both primary and secondary sources through questionnaires and reference books, and the collected data was analyzed using descriptive and inferential analysis. The analysis was done using IBM SPSS statistical software version 24 and the findings of the study revealed that independent variables such as HRM practice have a significant and positive impact on employees' commitment. Based on the finding the study concluded that if organization managed efficiently HRM practices have a positive and significant effect on employee commitment. The study result shows that the silte zone administration currently has moderate level human resource management practice that directly affect employee's commitment. The study finally recommended that silte zone administration should improve its human resource management practice for a competitive and advanced employee commitment as well as to keep them thereby increasing their commitment to the organization.
... The findings reveal that the financial crisis has a positive but statistically insignificant impact on job satisfaction (β = 0.099, p = 0.074), contrary to previous studies conducted by (Jaros, 2017), (Papavasili, 2019). Cutting allowances and wages also showed no significant negative impact on job satisfaction (β = -0.038, ...
... On the other hand, an individual's faith in being observed by God would likely result in ethical decision-making (Sulaiman et al., 2022). Similarly, an employees' strong link with his creator will induce positive organizational outcomes (Jaros, 2007). Muhamad et al. (2008) found that one's level of devoutness or religiosity influences the orientation towards IWE. ...
Despite growing research in Islamic work ethics, there is a dearth of literature on underlying mechanism of how it can be enhanced. Drawing upon the social cognitive theory, this study aims to develop and test the serially mediated model that examines the effect of religious communication on Islamic work ethics through self-reflection and self-reform. Using a multistage sampling technique, data is collected from 174 Muslim employees of the Islamic banking industry in Pakistan in one point in time. Results indicate that the indirect effect of serial mediation of religious communication and IWE through self-reflection and self-reform is significant. This research is among the pioneer efforts to investigate the impact of religious communication on Islamic work ethic through serial mediation. Furthermore, the novelty of this study lies in its exploration of the underlying mechanisms for enhancing Islamic work ethics (IWE), a topic that has been relatively under-researched in the context of Islamic work ethics. The practical significance of this research is evident in its potential to guide organizations in designing and implementing religious communication-based strategies aimed at fostering IWE among their employees, thus contributing to the ethical and productive growth of the Islamic work environment.
... Organizational commitment: It is a commitment in which employees committed to their organization generally feel a connection with their organization, feel that they fit in and they understand the goals of the organization. 18 It was measured with a 22-item scale that included 3 subscales 19 : Affective commitment (8 items), continuance commitment (7 items) and normative commitment (7items). Items with Likert scale were used to measure, the items with response options ranging from 1, strongly disagree to 5, strongly agree. ...
Nurses’ intention of leaving their profession is the main challenge for healthcare and hospital administrators in many countries. It has significant impact on the performance, stability and productivity of health facilities. However, there is limited evidence on the nurses’ intention to leave their profession and associated factors among nurses in developing countries including Ethiopia. This study was aimed to assess intention to leave nursing profession and its associated factors among nurses working in West Shoa Zone public Hospitals, Oromia region, Central Ethiopia, 2020. Institution based cross-sectional study was conducted among 393 nurses working in West Shoa zone public hospitals, Ethiopia from May 1 to 30, 2020. Simple random sampling technique was used to select the study participants. Structured self- administered questionnaire was used to collect data. Data were cleaned and entered into Epi-data version 3.1 then exported to SPSS version 25 for analysis. Descriptive statistics such as frequency mean and standard deviation was computed to describe variables of the study. All covariates that were significant at P value
... Meyer and Allen stated that employee commitment to an institution or organization was born from an obligation, need, and inner desire to maintain and maintain the relationship (Jaros, 2007). The organization has a responsibility to provide reliable financial reporting. ...
Accountability to the government is necessary to realize good governance. The goal of this study is to investigate the factors that have an impact on public accountability in local governments. These factors include human resource competence, the quality of financial reporting, and the efficiency of internal control. Organizational commitment is used as a moderating variable. The population of this study is comprised of all 44 entities that are responsible for providing public services within the Pekanbaru Local Government. Respondents in this study were heads of organizations, heads of fields, and heads of sections. The total number of respondents who participated in this study was 145 respondents. Using the PLS Warp analysis, the results of human resource competency, financial report quality, and the effectiveness of the internal control system are obtained, affecting public accountability. Organizational commitment has also been shown to moderate the relationship. This research contributes to the importance of organizational commitment to realizing public accountability in local government.
... For example, as part of a content validation process, Klein et al. (2014) found that subject matter experts sorted the TCM affective mindset items as identification, rather than commitment, 64 percent of the time. Others have similarly decomposed the TCM scales into constructs other than commitment (Jaros, 2007(Jaros, , 2012. Likewise some dimensions of the union commitment scale have been critiqued as reflecting antecedents (for example, belief in unionism) or outcomes of commitment (for example, willingness to serve), rather than commitment itself (Jaros, 2009). ...
... It is suggested that this feeling of commitment helps employees exhibit certain behavioral actions because they believe what they are doing is ethical and right (Dogan & Kılıç, 2007). It is noted that individuals who have developed this type of commitment feel a sense of obligation and responsibility towards the organization and therefore feel a moral obligation to remain in the organization (Jaros, 2007). Finally, the dimension of continuous commitment (or calculative commitment) is explained as the desire to stay in the organization by considering the personal investments made by employees (Balay, 2014). ...
The main aim of this research is to reveal the role of the positive psychological capital and organizational commitment of teachers working in high schools on their emotional labor behaviors. The research sample consists of a total of 711 teachers, 561 of whom are from public schools and 150 of whom are from private secondary schools, all working in the city of Mersin. The data was collected using the "Positive Psychological Capital Scale" developed by Luthans et al. (2007) and adapted into Turkish by Tösten and Özgan (2014), the "Emotional Labor Scale" developed by Chu and Murrmann (2006) and adapted for teachers by Kıral (2016), and the "Organizational Commitment Scale" developed by Meyer et al. (1993) and adapted into Turkish by Al (2007). The data was analyzed using multiple regression analysis. The analysis conducted on the entire sample revealed that teachers' positive psychological capital and organizational commitment explain 12% of the total variance in emotional labor. The analysis conducted on the sample from public schools revealed that these two variables together predict 11.6% of the total variance in emotional labor, while the analysis conducted on the sample from private schools revealed that organizational commitment does not significantly predict emotional labor, and that positive psychological capital alone predicts 21% of the total variance in emotional labor.
... Distributive justice was measured by five items, procedural justice was evaluated by six items, and interactional justice was assessed by nine items, these all items was adopted from (Niehoff & Moorman, 1993). Organizational commitment was estimated by nine items adapted from (Jaros, 2007). Perceived organizational support was gauged by seven items rented from (Eisenberger et al., 1986). ...
This study aims to investigate the impact of organizational justice (distributive, procedural, and interactional) and organizational commitment on employees' knowledge-sharing behavior by applying the equity theory in emerging countries, particularly Pakistan. Also, this study investigates the moderating effect of perceived organizational support on the studied relationship. The data were collected from 365 employees of service sectors such as telecommunication organizations in Lahore, Pakistan, using a self-administered questionnaire. The study used the quantitative method to test the theoretical model and propose hypotheses empirically. The empirical results of partial least squares structural equation modeling (PLS-SEM) revealed that procedural justice and organizational commitment positively impact knowledge-sharing behavior. However, distributive justice and interactional justice were found to be insignificant to knowledge-sharing behavior. Next, the moderating effect of perceived organizational support significantly influences the association between distributive justice, interactional justice, organizational commitment, and knowledge-sharing behavior. The findings of this study may help organizations improve employees' commitment to the firm by ensuring fairness in procedures and resources. Likewise, it may help managers create a sense of equality among employees so that they can share their knowledge and experience with team members as well as with other personnel of the organization.
... Moreover, researchers have identified three relatively distinct ways in which commitment manifests: affective commitment, continuance commitment, and normative commitment. Affective commitment refers to an employee's degree of identification, involvement, and enjoyment of being part of an organisation (Jaros, 2007). Employees with affective commitment have a desire to stay with the organisation. ...
This study investigated the role of age, job experience and abusive supervision in predicting the organisational commitment of selected hospital staff in Owerri. One hundred and twenty-seven participants were selected from eight hospitals in the city of Owerri for the purpose of this study using convenient sampling technique. The participants' ages ranged from 25 to 45 with a mean age of 32.25 and Standard Deviation of 6.56. Two instruments employed in the study were the Abusive Supervision Scale by Tepper (2000) and the Organisational Commitment Questionnaire (OCQ) by Allen and Meyer (1993). The cross-sectional survey design was adopted for data collection while the hierarchical multiple regression analysis was used for analysing data. The findings indicated that age and job experience were not significant predictors of organisational commitment among hospital staff in Owerri. On the other hand, the results demonstrated that abusive supervision had a significant negative relationship with organisational commitment among hospital staff in Owerri. The results suggest that abusive supervision has a more significant impact on employees' organisational commitment than age or job experience among hospital staff in Owerri. This indicates that when employees perceive their supervisors to be engaging in abusive behaviours towards them, they are less likely to be committed to their organisation. This highlights the importance of addressing and preventing abusive behaviours by superiors in the workplace to improve employees' commitment to their organisation.
... Bunlar duygusal, normatif ve sürekli bağlılıktır. Bu unsurlar örgüt ile çalışan arasındaki bağı ifade etmekle beraber nitelikleri açısından farklılık göstermektedirler (Jaros, 2007). ...
Bu çalışmanın temel amacı yükseköğretim kurumlarında yöneticiler tarafından sergilenen toksik liderlik davranışlarının akademik personelin örgütsel bağlılık düzeyleri üzerindeki etkisini incelemektir. Veriler anket tekniği kullanılarak, devlet ve vakıf üniversitelerinde çalışmakta olan 1008 akademik personelden elde edilmiştir. Verilerin analizinde SPSS 24 ve AMOS 24 paket programlarından faydalanılmıştır. Araştırmada kullanılan ölçeklerin güvenilirlik ve geçerlilikleri her iki ölçeğe de uygulanan Açımlayıcı Faktör Analizleri, Doğrulayıcı Faktör Analizleri ve Güvenilirlik Analizleri ile test edilmiş olup, ölçeklerin güvenilir ve geçerli oldukları tespit edilmiştir. Bununla beraber araştırma hipotezlerini test etmek için Yapısal Eşitlik Modellemesi, Tek Yönlü Varyans Analizi, Bağımsız Örneklem t-Testi ve Korelasyon Analizi gibi çeşitli istatistiksel teknikler kullanılmıştır. Araştırma sonuçları; yükseköğretim kurumlarındaki yöneticilerin olumsuz ruhsal durumlarının ve sergiledikleri değer bilmez, çıkarcı ve bencil davranışların akademik personelin duygusal, devam ve normatif bağlılık düzeylerini olumsuz yönde etkilediğini ve Türkiye’deki vakıf üniversitelerinde çalışan akademik personelin devlet üniversitelerinde çalışan akademik personele nazaran daha fazla toksik liderlik davranışına maruz kaldığını ortaya koymuştur.
Anahtar Kelimeler: Yükseköğretim Kurumları, Akademik Personel, Toksik Liderlik, Örgütsel Bağlılık.
... Zhao et al. (2020) indicated that organizational commitment is a relationship between employees and organizations or companies, and such relationship, called organizational commitment can be influenced by the performance of employees behavior tightly. Jaros (2007) points out that the most prevalent definition of commitment found in HRM research is an attachment to or identification with the organizations. Hanaysha (2016) in the relationship between the attachment and employee behavior and performance indicate there can be a stronger relationship among attachment, employee behavior and performance, in other word, employee behavior and performance can be impacted or correlated with substantial effect by such an attachment. ...
Purpose – This study explores the relationship between IVs [Electronic Human Resource Management (E - HRM) and Employee Performance (EP)], MV: Job Satisfaction (JS) and Organizational Commitment (OC) is the focus in the context among Small and Medium-sized (SEMs)Family Enterprises in China. Design/methodology/approach – 150 samples can be collected from Small and Medium-sized (SEMs) Family Enterprises in China by utilizing the convenience sampling method. And analyzing method in this study, the quantitative method can be selected by adopting IBMSPASS and PLS-SEM. Findings – Both E-HRM (β=0.380, p<0.01) and EP (β=0.545, p<0.01) have a significant positive impact on Job Satisfaction (JS). Job Satisfaction (JS) is an important factor affecting Organizational Commitment (OC). Job Satisfaction (JS) was included in the proposed model as an intermediary variable. Research limitations/implications – the moderating role of JS in the relationship between IVs (E - HRM, EP) and OC was studied using quantitative methods. The research background and research data are limited to small and medium-sized family enterprises and employees in China. Originality/value – By studying the relationship between IVs (E - HRM and EP), MV (JS), and OC, this paper will help to better understand how different E - HRM and EP affect JS, and how JS affects employees For corporate OC's. With the increasing market competition and rising labor costs in China, improving employees' OC for enterprises may be an important means to cope with future competition.
... Expectations of positive benefits are associated with greater levels of commitment. It has been shown that when employees are satisfied, they offer higher levels of OC (Jaros, 2007). Glisson and Durick (1988, p. 254) attempted to use three characteristics: 1. ...
The study aims to investigate the job motivators (JMs) that support organizational commitment (OC) for Vietnamese banking service personnel. There are six motivators: Work-itself; Working Physical Environment; Opportunities for promotion; Wages; Subsidies and Fringe Benefits; Relationships with Coworkers and Higher-ups. This study’s theoretical methodology is to analyze JMs among banking service employees. Additionally, to enhance these theories regarding research variables, the previous constructs were utilized. The Likert scale is the quantitative data collection tool. Finally, a research framework is developed along with a fresh questionnaire.In the study, an integrated model was hypothesized, and six motivators directly impacted OC. Further, this research also investigated the relationship between associations between OC and several personal and professional traits (e.g., Age, Sex, Marital status, Education, Job position, Knowledge about labor law, Tenure in a job, Job role, Monthly income, and Type of bank). This research evaluated Vietnamese banking service employees’ attitudes and perceptions regarding OC. The 521 paper questionnaires are distributed to all Vietnamese banking service personnel. After reviewed, 96% of them responded the questionnaires. Frequencies, percentages and corresponding statistics are calculated for all socio-demographic variables. To assess the job correlation index’s motivators, Cronbach’s alpha was calculated. Each factor’s mean and standard deviation were recorded. For each variable in the quantitative model, Pearman’s correlation was computed. In order to identify the predictors of both overall satisfaction and OC, multiple regression analysis was utilized.
... 36 Moreover, high levels of professional commitment are associated with increased workplace participation and specific citizenship activities, better performance, higher happiness, reduced stress, fewer absences, and work-family problems. [37][38][39] Both affective and normative career commitment have a positive correlation with work satisfaction, while no ...
Introduction:
Some students in current society do not pursue careers related to their majors after graduation, which may be the result of low professional commitment of college students, and the teaching enthusiasm of college teachers presented in the classroom may influence students' professional commitment. This study considered the effect of teacher enthusiasm on students' emotional state of boredom during class and its effect on students' engagement in learning. This correlational study aims to explore the relationship between perceived teacher enthusiasm and professional commitment as mediated by class-related boredom and learning engagement.
Methods:
This study is a correlational design and adopts regression analysis. The respondents were college students (n=358; 68% female, 22% male) of different grades and majors from universities in Wenzhou, China. Questionnaires about perceived teacher enthusiasm, professional commitment, class-related boredom and learning engagement were adopted to measure the study variables.
Results:
The results reveal that although there is no significant direct influence between perceived teacher enthusiasm and professional commitment, perceived teacher enthusiasm affects students' professional commitment through students' class-related boredom and learning engagement, and there is an indirect and statistically significant correlation between them.
Conclusion:
This study provides insight into the facilitative effect of teachers' increased enthusiasm on students' professional commitment and how this facilitative effect is triggered through the mediating role of class related boredom and learning engagement. Future research should explore the theoretical and teaching significance and how to guide and enhance students' professional commitment.
... Organizational commitment is measured using a scale compiled by Jaros (2007) that was modified from Allen and Meyer (1990), this scale originally consisted of 24 items but has been reduced to 18 items. This scale consists of three dimensions, namely affective commitment, normative commitment, and continuance commitment. ...
... El presente trabajo, propone un modelo y concepción del Compromiso Organizacional, que puede tener importantes implicaciones en futuras investigaciones sobre este tipo de compromiso, al dejarlo definido como un constructo unidimensional de actitud y naturaleza afectiva, que viene moderada por la concepción ética de lo que el trabajador tiene por correcto hacer. Modelo que resuelve el dilema de (Cohen, 2007;Jaros, 2007;Jong-Wook et al., 1997) al aclarar que el compromiso afectivo no es una dimensión más del Compromiso ...
El objetivo de este trabajo se centra en la discusión y propuesta de un nuevo modelo de estudio del Compromiso Organizacional, ya que una investigación tan fragmentada como la actual, derivada de la diversidad de modelos que se han sucedido desde los inicios de su estudio (Becker, 1960), ha generado una gran confusión. Confusión, que ha sido alimentada también por los especialistas en análisis factorial, al centrarse en exceso en la interpretación matemática de sus resultados y olvidar la naturaleza misma de la medida. Circunstancias que justifican: a) el desarrollo de un marco filosófico del Compromiso Organizacional, que le dé soporte desde una doble perspectiva: la del trabajador, y la de la organización en función del estilo de liderazgo con que se emplea su dirección; b) la discusión, en base al marco referido, de la propuesta tridimensional de Allen y Meyer (1990), ya que como ha quedado suficientemente demostrado en diversas investigaciones (Bergman, 2006; Cohen, 2003; Jong-Wook, Price, & Mueller, 1997; Solinger, Van Olffen, y Roe, 2008), no todas sus dimensiones miden este tipo de compromiso; c) la concreción de la propuesta misma, basada en la investigación empírica realizada a tal fin, de un nuevo modelo de estudio que sirva de guía a la parte empírica de las investigaciones futuras. El presente trabajo, propone un nuevo modelo de Compromiso Organizacional, que lo define como un constructo de una sola dimensión de carácter afectivo, que viene moderada por la concepción ética del trabajador.
... Continuance commitment is associated with an employee's organizational commitment because of the work-relationships and other benefits (Abdullah, 2011). In contrast, normative commitment reflects commitment based on its perceived obligation (Jaros, 2007). ...
Ethical climate in the workplace has a relationship with job satisfaction and organizational commitment; thus, influencing organizational productivity. This descriptive-correlational study confirmed the relationship between ethical climate, job satisfaction, and hotel employees’ organizational commitment. Using stratified random sampling proportionate allocation, 152 employees from two hotels with the same owner and management were identified as respondents. An adapted-modified survey questionnaire was used to collect the data. Mean, standard deviation, and Pearson r were used to analyze the data. The employees in the standard class hotels perceived an ethical work environment. They were slightly satisfied and committed to their job. Their perceived ethical climate showed a significant relationship with job satisfaction and organizational commitment. The management may explore various ways to improve the ethical climate, job satisfaction, and organizational commitment of employees to attain higher productivity.
The objectives of this study are (1) analyze and explain the effect of work life balance on the work commitment of Maybank Semarang employees (2) analyze and explain the effect of self-efficacy on the work commitment of Maybank Semarang employees; (3) analyze and explain the effect of work experience on the work commitment of Maybank Semarang employees. This research is a type of explanatory research. The population of this study was employees of PT Maybank Semarang, as many as 82 employees of Maybank Semarang, and all populations were sampled (census method). The data collection method uses a questionnaire in the form of a google form that is distributed to all respondents. The findings of this study: (1) Work life balance has a positive effect on the commitment of Maybank Semarang employees. This means that the higher the work life balance, the higher the commitment of Maybank Semarang employees; (2) Self-efficacy has a positive effect on the work commitment of Maybank Semarang employees; (3) Work Experience negatively affects the work commitment of Maybank Semarang employees. Based on the findings of this study, it shows that the building of work commitment is influenced by the ability of employees to balance between commitment to work demands and commitment to personal and family interests and self-efficacy, therefore, leaders in policies related to human resource management provide space for employees to build work-life balance and the growth of self-efficacy through the development of employee competencies.
In Chapter 8, we reported the NTOS-C scale development and the resultant 10-item optimized scale that measures 16 of the initial 38 items presented in Chapter 7 using data collected from 398 participants who were 21 years of age or older and had worked for at least three years. We tested concurrent and discriminant validity by correlating the 10-item NTOS-C measure with person-organization fit and a work-related anxiety scale. The significant correlation with person-organization fit supported the NTOS-C concurrent validity, and the lack of significant correlation with the work-related anxiety measure supported discriminant validity. We found significant differences in the NTOS-C average between gender, age, and ethnicity.
In a second study, we examined NTOS-C with the (Allen and Meyer, Journal of Occupational Psychology 63:1–18, 1990) affective, continuance, and normative commitment measures using data from 269 participants who were 21 or older and had worked for at least three years. We found a significant positive correlation with all three organizational commitment measures. However, a linear regression analysis did not show a significant predictive relation between continuance commitment and the NTOS-C measure.
We also reported suggested future research.
Corporate social responsibility (CSR) activities are carried out by managers to protect the interests of their organizations, as well as to develop and protect the general interests of the society. The perception related to the organization's practices and activities within the scope of CSR will increase organizational commitment (OC). Being one of the key factors for an organization's success, the commitment of employees to their organizations is becoming increasingly important, and organizations want their employees to be at the highest level of loyalty. In this context, CSR audits are considered as a tool used to examine in detail the working conditions affecting the employees, and they make it possible to evaluate the relationship between these conditions and OC. From this point of view, this study aims to examine the effect of employees' perception related to the working conditions examined in CSR audits on OC in the textile sector. The PLS-SEM approach was used to evaluate the hypothesized relationships.
The purpose of this study was to analyze and provide empirical evidence regarding the effect of presentation of financial statements and the effect of accessibility of financial reports on financial management accountability with women's leadership and organizational commitment as moderating variables. The population of this research is the management of IKABOGA organizations throughout the island of Lombok with a total of 60 respondents. Collecting data using a survey method in the form of a questionnaire. By using the census method, all populations become respondents. The data analysis method used in this study is the MRA (Moderate Regression Analysis) method with the help of the SPSS 23 program. The results show that the presentation of financial statements has a positive and significant effect on financial management accountability. The accessibility of financial reports has a positive and insignificant effect on financial management accountability. Women's leadership does not strengthen the influence of financial report presentation on financial report accountability. Women's leadership does not strengthen the influence of financial report accessibility on financial report accountability. Organizational commitment does not strengthen the influence of financial report presentation on financial management accountability. Organizational commitment does not strengthen the influence of financial report accessibility on financial management accountability. Keywords: Presentation of Financial Statements; Accessibility of Financial Reports; IKABOGA Women Leadership; Organizational Commitment; Financial Management Accountability.
The purpose of this study was to determine the mediating effect of organizational citizenship behavior on the relationship between organizational justice and the commitment of public elementary school teachers. Utilizing quantitative, non-experimental design via correlational technique, data were obtained from 300 respondents who are public elementary school teachers of North and South Districts, Baganga, Davao Oriental. The researcher utilized a stratified random sampling technique using the face-to-face and online survey modes of data collection. The researcher also utilized the statistical tools Mean, Pearson r, and Medgraph using Sobel z-test. From the results of the study, it was found out that there are very high levels of mean scores for organizational justice, organizational commitment, and citizenship behavior of teachers. Also, results revealed that there is a significant relationship between organizational justice and organizational citizenship behavior, a significant relationship between organizational citizenship behavior and organizational commitment and a significant relationship between organizational justice and organizational commitment of teachers. Further, it was revealed that there was partial mediation on the effect of organizational citizenship behavior on the relationship between organizational justice and the commitment of public elementary school teachers.
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This study explores the relationship between staff rejection sensitivity (a psychological concept grounded in histories of loss and trauma) and organizational attachment among mental health agencies transitioning to Trauma-Informed Care (TIC), which is currently outside the focus of most research. Specifically, this study examines: (1) whether staff rejection sensitivity predicts organizational attachment; (2) whether staff turnover intentions account for the association between rejection sensitivity and organizational attachment; and (3) whether those associations hold once taking into account staff demographic factors (gender, race and ethnicity, education, and income)? Around 180 frontline workers in three Northeastern U.S. mental health agencies responded to surveys collected between 2016 and 2019 using the organizational attachment, rejection sensitivity and turnover intention measures, and their previous TIC training experience. Rejection sensitivity was significantly associated with organizational attachment (β = −0.39, p < 0.001), accounting for 6% of its variance in organizational attachment. The relationship between these variables retained significance, and staff education significantly predicted organizational attachment, with higher education predicting lower levels of organizational attachment (β = −0.15, p < 0.05), accounting for 22% of its variance. This study concludes that TIC transitioning mental health agencies’ staff with a higher rejection sensitivity are more likely to express lower organizational attachment and higher intent-to-turnover.
The purpose of this study is to examine key human resources practices (Rewards, Training, Job Description, intellectual capital, Staff Participation, Internal career opportunities) that influence employee commitment and service recovery performance (SRP) of banking and insurance sector of Karachi region. SRP is crucial in banking sector especially in the Islamic Insurance banking sector and plays a vital and key role in sustainable competitive advantage for value addition in future to acquire market. The data was collected from 250 employees of banking and insurance sector working in Karachi on convenience sampling technique. Data was analyzed by using SMART PLS to examine the relationship between constructs. This study contributed to the body of knowledge in explaining relationship of Rewards, Training, Job Description, intellectual capital, Staff Participation, Internal career opportunities to employee commitment and SRP, explained in the Banking and insurance sector specially in Karachi.
This study aimed to identify the methods of stimulation in the industrial and commercial complex in Skikda and its impact in achieving organizational loyalty of the workers. In order to achieve this objective, the descriptive analytical method was adopted and a questionnaire consisting of (39) items was developed and distributed to a sample of (120) respondents, 109 of which were valid for statistical analysis. Through the field survey and the application of the tool to the sample and analysis using the SPSS.V23 program, the study found that there is a statistically significant effect of the methods of motivation in achieving the organizational loyalty of the workers, due mainly to moral incentives. The study suggested focusing on the employee's emotional loyalty; the sense of appreciation and the attention of the organization to its staff increases their loyalty and productivity. ﻣﻠﺨﺺ : اﻟﻮﻻء ﲢﻘﻴﻖ ﰲ أﺛﺮﻫﺎ و ﺑﺴﻜﻴﻜﺪة اﻟﺘﺠﺎري و اﻟﺼﻨﺎﻋﻲ ﻛﺐ ﳌﺮ اﻟﺘﺤﻔﻴﺰ أﺳﺎﻟﻴﺐ ﻋﻠﻰ اﻟﺘﻌﺮف إﱃ اﺳﺔ اﻟﺪر ﻫﺬﻩ ﻫﺪﻓﺖ ﻟﻠﻌﺎﻣﻠﲔ اﻟﺘﻨﻈﻴﻤﻲ. ﻣﻦ ﻣﻜﻮﻧﺔ اﺳﺘﺒﺎﻧﺔ وﺗﻄﻮﻳﺮ اﻟﺘﺤﻠﻴﻠﻲ اﻟﻮﺻﻔﻲ اﳌﻨﻬﺞ اﻋﺘﻤﺎد ﰎ اﳍﺪف؛ ﻫﺬا ﻟﺘﺤﻘﻴﻖ و) 39 (ﻳﻌﻬﺎ وﺗﻮز ﻓﻘﺮة ﻋﻠﻰ ﴰﻠﺖ ﻋﻴﻨﺔ) 120 (ﻣﻨﻬﺎ ّ اﺳﱰد ، ً ﻣﺒﺤﻮ) 109 (اﻹﺣﺼﺎﺋﻲ ﻟﻠﺘﺤﻠﻴﻞ ﺻﺎﳊﺔ اﺳﺘﺒﺎﻧﺔ. وﺗﻄﺒﻴﻖ اﳌﻴﺪاﱐ اﻻﺳﺘﻄﻼع ﺧﻼل وﻣﻦ ﻣﺞ ﺑﺮ ﺳﺘﺨﺪام اﻟﺘﺤﻠﻴﻞ و اﻟﻌﻴﻨﺔ اد أﻓﺮ ﻋﻠﻰ اﻷداة) SPSS.V23 (إﺣﺼﺎﺋﻴﺔ دﻻﻟﺔ ذو أﺛﺮ ﻳﻮﺟﺪ ﻪ ّ أﻧ إﱃ اﺳﺔ اﻟﺪر ﺗﻮﺻﻠﺖ ، اﻟﻮﻻء ﲢﻘﻴﻖ ﰲ اﻟﺘﺤﻔﻴﺰ ﻷﺳﺎﻟﻴﺐ اﳌﻌﻨﻮﻳﺔ اﻓﺰ ﻟﻠﺤﻮ اﻷوﱃ ﻟﺪرﺟﺔ اﻷﺛﺮ ﻫﺬا وﻳﺮﺟﻊ ﻟﻠﻌﺎﻣﻠﲔ، اﻟﺘﻨﻈﻴﻤﻲ. اﻟﱰﻛﻴﺰ اﺳﺔ اﻟﺪر اﻗﱰﺣﺖ و وإﻧﺘﺎﺟﻴﺘﻬﻢ وﻻﺋﻬﻢ ﻣﻦ ﻳﺪ ﻳﺰ ﲟﻮﻇﻔﻴﻬﺎ اﳌﻨﻈﻤﺔ اﻫﺘﻤﺎم و ﻟﺘﻘﺪﻳﺮ ﻓﺎﻟﺸﻌﻮر ﻟﻠﻤﻮﻇﻒ؛ اﻟﻌﺎﻃﻔﻲ اﻟﻮﻻء ﻋﻠﻰ. اﳌﻔﺘﺎﺣﻴﺔ اﻟﻜﻠﻤﺎت : اﻟﻮﻻء اﳌﻌﻨﻮﻳﺔ، اﳊﻮاﻓﺰ اﳌﺎدﻳﺔ، اﳊﻮاﻓﺰ ﺑﺴﻜﻴﻜﺪة واﻟﺘﺠﺎري اﻟﺼﻨﺎﻋﻲ اﳌﺮﻛﺐ اﻟﺘﻨﻈﻴﻤﻲ،. ﺗﺼﻨﻴﻒ JEL : M12 ، M54 .
The objectives of the study were to test and analyze (1) the effect of self-efficacy on sustainable work commitments, (2) the influence of interpersonal communication on sustainable work commitments, (3) the influence of work ethics on sustainable work commitments. This type of research is explanatory research. The research population was all employees of Honda Surya Utama Perkasa Semarang Dealership as many as 123 employees. Instruments used in data collection using questionnaires with Likert scale Analysis techniques using regression models. Research findings that Self-Efficacy positively affects sustainable work commitments. Interpersonal Communication has no effect on continuous work commitment. Work Ethic positively affects the commitment to sustainable work. The implications of the findings of this study show that employees' sustainable work commitment is determined by employee self-efficacy and work ethic. Therefore, leaders in recruiting employees need to assess the ownership aspects of self-efficacy and work ethics.
Increasing competition forces all businesses to develop. These demands often lead to a conflict which will later have an impact on the performance of employees, especially SMEs. Therefore, conflict management is needed so that the stability of the situation can be maintained. The purpose of this study was to analyze and explain the effect of conflict management style on employee performance, and to determine the role of leadership and emotional intelligence as moderating variables. This research involved UKM employees in regencies/cities in Bali. Data collection uses a questionnaire with the snowball method, the questionnaire is distributed electronically using the Google form. The data used were 174 respondents and then analyzed using the Smart PLS application. The findings of this study indicate that the style of conflict management has a significant effect on the performance of SMEs. Leadership shows a moderating role with a tendency to reduce the interaction of conflict management styles on performance. Meanwhile, emotional intelligence acts as a full moderator of the influence of conflict management styles on the performance of SME employees.
This paper was conducted to develop a performance evaluation tool suited to the standards and objectives of physical educators. The respondents were 29 physical education teachers from six (6) SUCs in Region 10. To get the teachers' and chairpersons' ratings on validation of performance evaluation took the mean and standard deviation were used. The study revealed that the performance evaluation tool designed for physical education teachers was rated very high. Based on the findings of the study, it is inferred that the performance evaluation tool designed for physical education teachers is reliable, valid and acceptable. Therefore, it is recommended that state universities and colleges may organize an association for physical education that would serve as a working committee to scrutinize and examine the tool. This way, other schools can also utilize the tool, the school administration may adopt the performance evaluation tool for physical education teachers so that the teachers will be given a high-quality feedback based on suitable assessments of their instruction as measured against an upright standard for what is known to be effective, Physical Education Teachers may include valuable assessments that are aligned to the standards and objectives of physical education, students may evaluate teachers' performance fairly based on the objectives and policies using the standard tool to achieve learning effectively and further researches may be conducted on the significance and effectiveness of the performance evaluation tool for physical education.
In organizations, knowledge is divided into two types: explicit and tacit knowledge. Tacit knowledge can play an important role towards company’s sustainable development and competitiveness capabilities. The crucial of tacit knowledge has been verified in relation to decision-making, time management, quality and performance in organizations. Tacit knowledge is an intangible asset and its value increases as more people share it. However, tacit knowledge sharing is not a very easy task because of its complex nature. This study aims to analyze the psychological mechanism affecting the tacit knowledge sharing (TKS) behaviour of IT employees based on psychological contract model and organizational commitment literature. Surveys were designed by structured questionnaires to collect data using convenience sampling and yielded 408 responses from IT employees working at IT industry enterprises in Ho Chi Minh City. The research hypotheses were developed and validated using structural equation modeling (SEM) approach. The results show that TKS is directly influenced partly by trust (TRU) among coworkers and three organizational commitment components such as affective, normative, and continuance commitment (AOC, COC and NOC) mediate the relationship between TRU and TKS. Based on these results, author offers some suggestions to managers in firms concerning relevant policies that enable their knowledgeable employees to share tacit knowledge.
This study focuses on a Kenyan-based airline and investigates how leadership influences the commitment of its pilots. The need for this study emerged from the changes that affected the aviation industry in the past years, including COVID-19, political unrest, fluctuation of oil prices, and supply chain disruptions. Deregulations also impacted well-established state airlines. The aim of this study is to find ways to improve the performance and commitment of pilots, whose demand generally does not match supply. The theoretical framework examines transformational and transactional leadership modified from MLQ (5X) and the Allen and Meyer three-component model of commitment. The study utilises a mixed method approach and obtains empirical findings that support theory. The study also reveals that job embeddedness has a significant influence on pilots’ retention rates. The study recommends the adoption of academically supported solutions, including the movement from transactional leadership to transformational leadership for state airline leaders.
Objectives–This study aims to examine and analyze the role of job satisfaction and organizational commitment on intention to quit and organizational citizenship behavior. Design/Methodology - The population of this research is 74 employees of UPTD Rusunawa. The research model uses the census model. The research method is quantitative with instrument test, classical assumption test, and multiple regression analysis. Results - job satisfaction and organizational commitment each play a significant role in intent to quit and OCB at UPTD Rusunawa Sleman. Originality – Research still needs to be done with other research objects that have the same characteristics, and this research can add references for further research.
In spite of the acknowledged relevance of the use of social media technologies in contemporary world, majority of organisations and institutions do not have adequate policies in place to guide the usage of social media by employees in the workplace, while some that have them lack effective implementation of these policies. Therefore, in response to this lacuna, this study examined the relationship between social media usage and employee commitment in Babcock University with social capital theory and organisational support theory serving as bedrock for the study. The study was descriptive in which a quantitative mode of data collection were engaged. Data was collected through the use of structured questionnaire to Two hundred and sixty (260) respondents which were selected from four divisions of the University. Data collected were analysed using SPSS 20.0 for the questionnaires. Findings from the study revealed that there is a strong, positive and significant relationship between social media usage and employees' commitment in Babcock University (r =0.917, p>0.05; meaning that social media usage allows for employees' expression of affective commitment to work at Babcock University. The study concluded that online social networking cannot be stopped in the present day organisation, but it can be managed to yield positive results. Therefore, the study recommended that the management of Babcock University should take advantage of the youthfulness of its employee population by instituting and encouraging work processes models that will effectively deploy social media for productive activities; also, in engendering affective commitment of the employees, the management should strategically utilize social media as a tool for employee engagement in order to enhance workforce productivity facilitated by social media technologies.
This research is motivated by Letter of Minister of Domestic Affairs number 440/8130/SJ dated November 13th, 2013 on Optimizing the Implementation of National Health Insurance that describes the acceleration of puskesmas (community health center) change to Public Service Agency (Badan Layanan Umum Daerah/BLUD). Meanwhile, Klaten Regency Government has planned policy implementation of full BLUD for all puskesmas starting in 2017, while the results of BLUD readiness questionnaire show that only 41% puskesmas confirmed their readiness. This study aims to analyze the influencing factors of puskesmas readiness to change to BLUD and to determine the extent of supports from stakeholders and organizational commitment in implementing BLUD policy in Klaten Regency. The theory of organization change readiness by Weiner (2009) is used as research framework to assess the extent to which organization members appreciate the three determinants of implementation ability, namely task demands, resource availability, and situational factors. Research method implemented in this study is descriptive qualitative, with the data is collected through in-depth interviews with respondents who answering the questionnaire with "ready", "doubtful" and "not ready". The results of data analysis can be concluded that there are five factors that affect puskesmas readiness to transfer to BLUD, namely commitment to task demands, availability of resources, managerial skills of puskesmas head, regulatory preparedness, and stakeholders’ support in the implementation of changes into BLUD status. All stakeholders in Klaten Regency support this program and organizational commitment of puskesmas constructed by understanding the work and advantage of BLUD program to puskesmas.
This study examined the validity of a multidimensional model of employee commitment in Europe. The study was conducted using a sample of employees working for the translation department of the European Commission, located in Brussels. The survey questionnaire included measures of affective and normative commitment to the organization, the occupation, the work group, and Europe; continuance commitment to the organization and the occupation; and intent to quit. Participants (N = 580) pertained to 12 European nationalities and responded to a French or an English version of the questionnaire. Results showed that (a) for normative and continuance commitment, the organizational and occupational foci were not empirically distinguishable and that (b) both the commitment model and the relationships between commitment components and intent to quit were culturally invariant. On the other hand, evidence also emphasized the importance of considering multiple commitment components in predicting intent to quit. The implications of these findings are discussed.
examine changing employee–organization attachments / explores the meaning of and historical forces underlying individual–organization attachments, maps the forms these attachments take, and creates a lexicon for describing them / examines the relevance and limitations of current concepts in industrial/organizational (I/O) psychology for understanding emerging forms of attachment / 3 basic features of [attachment] are (1) parties to the attachment, (2) strength or degree of involvement between the parties, and (3) duration or time frame / provides evidence of the considerable variation in these 3 dimensions of attachment throughout the history of modern organizations / make a case for the consideration of all 3 elements of attachment in research on the employment relationship
[discuss] the major dimensions of change in employment relationships [as] shifts in time frame and shifts in inclusion / some shifts from core to peripheral status may signal a break with both key elements of the employment relationship / [focus] on 2 aspects of transition that affect both the individual and the organization: psychological contract violation and development of new schemata for employment, career, and job
attachment in industrial/organizational psychology [commitment, psychological contracts] / changing forms of attachment [emergent phase, bureaucratic phase, adhocratic phase] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A new construct, entitled 'job embeddedness,' is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job embeddedness with two samples. The results show that job embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Although social identities and work-related commitment are important aspects of employee attachment, distinctions between and relations among the two have not been clearly articulated. In this conceptual piece, we propose that identity and commitment are distinguishable in terms of their essential meaning, foci of attachment, mindsets, volitionality, and behavioral implications. We further suggest that situated and deep structure social identities are differentially antecedent to exchange-based and value-based commitments, and that commitment mediates, at least partially, the effects of identities on motivation and work behavior. Finally, we consider the implications of multiple identities for employees in different kinds of collectives (nested and cross-cutting). Copyright copyright 2006 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR] Copyright of Journal of Organizational Behavior is the property of John Wiley & Sons, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
The authors tested the generalizability of J. P. Meyer and N. J Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment. Results of correlation and regression analyses were generally consistent with predictions made on the basis of the 3-component model and demonstrated that occupational and organizational commitment contribute independently to the prediction of professional activity and work behavior. [ABSTRACT FROM AUTHOR] Copyright of Journal of Applied Psychology is the property of American Psychological Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
This study extends theory and research on job embeddedness, which was disaggregated into its two major subdimensions, on-the-job and off-the-job embeddedness. As hypothesized, regression analyses revealed that off-the-job embeddedness was significantly predictive of subsequent "voluntary turnover" and volitional absences, whereas on-the-job embeddedness was not. Also as hypothesized, on-the-job embeddedness was significantly predictive of organizational citizenship and job performance, whereas off-the-job embeddedness was not. In addition, embeddedness moderated the effects of absences, citizenship, and performance on turnover. Implications are discussed. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Drawing on the compatibility principle in attitude theory, we propose that overall job attitude (job satisfaction and organizational commitment) provides increasingly powerful prediction of more integrative behavioral criteria (focal performance, contextual performance, lateness, absence, and turnover combined). The principle was sustained by a combination of meta-analysis and structural equations showing better fit of unified versus diversified models of meta-analytic correlations between those criteria. Overall job attitude strongly predicted a higher-order behavioral construct, defined as desirable contributions made to one's work role (r = .59). Time-lagged data also supported this unified, attitude-engagement model. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
We tested Becker's (1960) side-bet conceptualization of commitment within the context of Meyer and Allen's (1991) three-component model of organizational commitment. Employees (N=202) from various organizations completed a survey including measures of (a) seven categories of side bets (b) affective, normative, and continuance commitment, and (c) turnover intention. The findings provided strong support for Becker's theory. All seven side-bet categories correlated significantly with a revised measure of high-sacrifice continuance commitment, and structural equation modeling analyses revealed that the relations between the side bets and turnover intention were fully mediated by commitment. The findings also address issues pertaining to the dimensionality and measurement of continuance commitment, and help to explain relations among the three components of commitment
Two distinct views of organizational commitment have developed, one that regards it as attitudinal and the other as behavioral. Meyer and Allen (1984) acknowledged the importance of both approaches (labeling them affective and continuance commitment) and developed scales for measuring each. The present study reexamined some psychometric properties of these scales. The affective commitment scale appeared to be unidimensional and had good internal consistency reliability. For the continuance commitment scale, however, two distinct dimensions were identified. The first reflected commitment based on few existing employment alternatives, and the second reflected commitment based on personal sacrifice associated with leaving the organization. Affective commitment was correlated significantly and negatively with the first dimension (low alternatives) and significantly and positively with the second dimension (high personal sacrifice). Recommendations for future use of these scales are discussed. (PsycINFO Database Record (c) 2008 APA, all rights reserved)
This study explored the relationship between three-component organizational/occupational commitment and organizational/occupational turnover intention, and the reciprocal relationship between organizational and occupational turnover intention with a non-recursive model in collectivist cultural settings. We selected 177 nursing staffs out of 30 hospitals in Taiwan as our sample, and structural equation modelling analysis was conducted to test our hypotheses. The results showed that normative organizational commitment negatively correlates with organizational turnover intention most strongly, and affective occupational commitment negatively correlates with occupational turnover intention most strongly. Moreover, organizational turnover intention plays a mediating role in the relationship between normative organizational commitment and occupational turnover intention, while occupational turnover intention mediates the relationship between affective occupational commitment and organizational turnover intention. In particular, the reciprocal relationship exists between organizational and occupational turnover intention. Practical implications and suggestions for future research were also discussed
To evaluate a heuristic model of employee turnover, survey data were collected from 203 hospital employees. The questionnaire included measures of general and job facet satisfaction, thoughts about quitting, the intention to quit, the perceived probability of finding another job, and biographical information. Turnover data were collected 47 wks later. Zero-order correlations between job satisfaction and turnover, age–tenure and turnover, satisfaction and thinking of quitting, and intention to quit and turnover were consistent with previous research. When a simplified heuristic model of the employee withdrawal decision process was subjected to regression analysis, significant coefficients were evident from job satisfaction to thinking of quitting and intention to search, but not to actual turnover. As hypothesized, intention to quit exhibited the only significant coefficient with actual attrition. Results support the primacy of intentions in the withdrawal process and serve to further demonstrate the need for models of the turnover process more complete than the traditional dissatisfaction–turnover model. (26 ref)
This study examined the effect of overlapping scale content when certain items in the Organizational Commitment Questionnaire (OCQ) are used to predict turnover cognition measures. Analyses of judgmental data collected from 25 subject matter experts suggested that 6 OCQ items reflected a desire or an intent to retain membership in one's organization. Confirmatory factor analyses of survey data from 172 master of business administration alumni showed that the 6 OCQ retention items shared overlapping content with turnover cognitions items. Hierarchical multiple regression analyses of survey data from 330 hotel managers showed that (a) removing the 6 OCQ retention items caused a significant decrease in the variance explained in a measure of turnover cognitions and (b) the size of this effect is larger than that suggested by previous work.
The purpose of this study was to review the distinction between formative- and reflective-indicator measurement models, articulate a set of criteria for deciding whether measures are formative or reflective, illustrate some commonly researched constructs that have formative indicators, empirically test the effects of measurement model misspecification using a Monte Carlo simulation, and recommend new scale development procedures for latent constructs with formative indicators. Results of the Monte Carlo simulation indicated that measurement model misspecification can inflate unstandardized structural parameter estimates by as much as 400% or deflate them by as much as 80% and lead to Type I or Type II errors of inference, depending on whether the exogenous or the endogenous latent construct is misspecified. Implications of this research are discussed.
The 3 studies presented here introduce a new measure of the individual-difference form of collectivism. Psychological collectivism is conceptualized as a multidimensional construct with the following 5 facets: preference for in-groups, reliance on in-groups, concern for in-groups, acceptance of in-group norms, and prioritization of in-group goals. Study 1 developed and tested the new measure in a sample of consultants. Study 2 cross-validated the measure using an alumni sample of a Southeastern university, assessing its convergent validity with other collectivism measures. Study 3 linked scores on the measure to 4 dimensions of group member performance (task performance, citizenship behavior, counterproductive behavior, and withdrawal behavior) in a computer software firm and assessed discriminant validity using the Big Five. The results of the studies support the construct validity of the measure and illustrate the potential value of collectivism as a predictor of group member performance.
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 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.
Discusses the body of work that appears in this issue that taken together encompasses a wide scope, both substantively and methodologically. The author begins with a discussion of the conceptual and measurement issues within military commitment research. In this section building on theory is addressed. Description follows focusing on the Organizational Commitment Construct in terms of dimensionality and measurement. This is followed by a discussion of the correlates of commitment where consequences and antecedents are explored including career intentions and the impacts on commitment. After a discussion of the foci of commitment that concentrates on the objects of commitment, the paper examines the military as a research source. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Multidimensional constructs are widely used to represent several distinct dimensions as a single theoretical concept. The utility of multidimensional constructs relative to their dimensions has generated considerable debate, and this debate creates a dilemma for researchers who want the breadth and comprehensiveness of multidimensional constructs and the precision and clarity of their dimensions. To address this dilemma, this article presents an integrative analytical framework that incorporates multidimensional constructs and their dimensions, using structural equation modeling with latent variables. This framework permits the study of broad questions regarding multidimensional constructs along with specific questions concerning the dimensions of these constructs. The framework also provides tests of issues underlying the multidimensional construct debate, thereby allowing researchers to address these issues on a study-by-study basis. The framework is illustrated using data from studies of the effects of personality on responses to conflict and the effects of work attitudes on employee adaptation.
This study examined the relationship between the three components of organizational commitment and performance, defined as in-role performance and organizational citizenship behavior (OCB), using a sample of 253 supervisor–subordinate dyads from the People’s Republic of China. Results showed that affective commitment (AC) related positively to in-role performance and OCB, while continuance commitment (CC) was not associated with in-role performance but negatively correlated with OCB. In addition, normative commitment (NC) moderated the relationship between AC and in-role performance as well as OCB. The linear relationship between AC and in-role performance/OCB was stronger for those with lower NC. Limitations of the study, directions for future research, and implications of the findings are discussed.
The authors conducted meta-analyses to assess (a) relations among affective, continuance, and normative commitment to the organization and (b) relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model. They found that the three forms of commitment are related yet distinguishable from one another as well as from job satisfaction, job involvement, and occupational commitment. Affective and continuance commitment generally correlated as expected with their hypothesized antecedent variables; no unique antecedents of normative commitment were identified. Also, as expected, all three forms of commitment related negatively to withdrawal cognition and turnover, and affective commitment had the strongest and most favorable correlations with organization-relevant (attendance, performance, and organizational citizenship behavior) and employee-relevant (stress and work–family conflict) outcomes. Normative commitment was also associated with desirable outcomes, albeit not as strongly. Continuance commitment was unrelated, or related negatively, to these outcomes. Comparisons of studies conducted within and outside North America revealed considerable similarity yet suggested that more systematic primary research concerning cultural differences is warranted.
This study examines affective commitment to employing and client organizations among long-term contracted employees, a new and growing employment classification. Drawing on organizational commitment and social exchange literatures, we propose two categories of antecedents of employee commitment to client organizations. We tested our hypotheses using a survey collected from employees in four UK contracting organizations delivering a service on behalf of a government entity. The results suggest that perceived client organizational support and attractiveness of the client organization relate positively to employees’ affective commitment to the client organization. Furthermore, affective contractor commitment explained unique variation in client affective commitment beyond that accounted for by the client-based predictors, suggesting that employees’ commitment to their own contracting organization is important to explaining employees’ commitment to the client organization. We suggest that a greater reliance on social exchange theory may provide a basis for understanding commitment in its different forms and foci.
The present study investigated organizational commitment in Turkey, a predominantly collectivist society. A model of antecedents and consequences of organizational commitment was tested, where commitment was conceptualized as composed of two dimensions, affective and continuance. Affective commitment was hypothesized to develop from positive work experiences and to predict desirable outcomes. Continuance commitment, on the other hand, was argued to be culture-bound. In line with Becker (Am. J. Sociol. 66 (1960) 32), it was proposed that in a collectivist culture like Turkey, the normative nature of the employment relationship would generate expectations for loyalty to the organization, and the perceived costs of violating these expectations would be reflected in increased continuance commitment. In particular, it was expected that the endorsement of generalized norms for loyalty to one's organization and informal recruitment would lead to higher levels of continuance commitment.The investigation involved two phases. In Study I, in-depth interviews were conducted with Turkish employees to develop emic items for the scales of interest. In Study II, the proposed model was tested using structural equations modeling. The results not only confirmed the cross-cultural generalizability of the antecedents and consequences of affective commitment, but also indicated that loyalty norms and ingroup approval increased continuance commitment. The influence of norms and the ingroup was stronger for allocentrics. Furthermore, for allocentrics, continuance commitment was related to more positive job outcomes. The results underline the importance of normative concerns in understanding employee attachment in collectivist contexts and also point to a need for a better measurement of calculative commitment.
This study explores the multi-dimensionality of organizational commitment of volunteer chamber of commerce board members using the Meyer and Allen (1997) scale. The effect of organizational commitment on desirable board member roles is also tested. Theory is developed by uniting past research in both organizational commitment and employee motivation. A proposed scale is tested using Confirmatory Factor Analysis with data gathered from 616 respondents at 116 chambers of commerce in 36 states. Structural Equations Modeling is then used to examine the effects of organizational commitment on several critical roles the board member is hoped to perform. Unlike prior research using Meyer and Allen’s (1997) scale that focused on paid employees, our results indicate that normative, affective, and continuance commitment based on low alternatives are the three distinct constructs applicable to volunteer employees. Moreover, these components have a positive effect on board member’s roles.
Meyer and Allen's (1991, 1997) three component conceptualization of organizational commitment (OC) includes affective (AC), continuance (CC), and normative (NC) commitment. However, AC and NC have not been as empirically differentiated as theoretically expected. Drawing on the extant literature, I review, integrate, and expand on arguments and evidence about the lack of AC-NC differentiation. I also propose several avenues for research that could help commitment scholars attain a clearer picture of the true relationship between AC and NC, as the extant literature has inadequately addressed many issues regarding construct differentiation. Specific, testable propositions address a variety of facets of the commitment literature, including construct definition and measurement, developmental processes, relationships among the components and their unique and joint effects on outcomes, and potential moderators of the AC-NC relationship. The goal of this paper is to spur future research into the AC-NC relationship in order to gain greater construct clarity. Copyright copyright 2006 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR] Copyright of Journal of Organizational Behavior is the property of John Wiley & Sons, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
It is now well recognized that employees can develop multiple work-relevant commitments, and that commitment itself is a multidimensional construct. Unfortunately, there remains considerable disagreement, both within and across work commitment literatures (e.g., organizational, occupational, union), about what commitment is, its dimensionality, how it develops, and how it affects behavior. We argue that commitment should have a “core essence” regardless of the context in which it is studied, and that it should therefore be possible to develop a general model of workplace commitment. We propose such a model based on the propositions that commitment (a) is a force that binds an individual to a course of action of relevance to a target and (b) can be accompanied by different mind-sets that play a role in shaping behavior. We demonstrate how this model helps to explain existing research findings and can serve as a guide for future research and for the management of workplace commitments.
The authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment. Results of correlation and regression analyses were generally consistent with predictions made on the basis of the 3-component model and demonstrated that occupational and organizational commitment contribute independently to the prediction of professional activity and work behavior., (C) 1993 by the American Psychological Association
The nature of employees' commitment to their employing organization has long been a topic of great interest to organizational researchers. Organizational commitment Quotient (QCQ) has been defined and measured in various ways. More recent research has focused on the issue of the multidimensionality of commitment. Researchers have found two distinguishable dimensions which they labeled "value commitment" and "commitment to stay." Intent to quit and actual separation rate both showed stronger relationships with the commitment to stay dimension, while two measures of effectiveness yielded stronger relationships with value commitment. The dimensions of commitment were differentially predictive of important organizational outcomes, it is important to understand the causes of these dimensions of commitment. While a great deal of research has identified antecedents to the OCQ. The purpose of this Article is to examine the value of motivational framework in clarifying the relationships between commitment antecedents and the two commitment dimensions. This framework is then used for further construct validation of the two-dimensional organizational commitment measure
This research has been carried out to find out if there is a significant difference between job satisfaction, occupational and organizational commitment of academics' (N= 132) related to; a) their gender, marital status, age, experience and title variances b) and it is also aimed to emerge out whether there is a relationship between the academics' job satisfaction, occupational and organizational commitment. In this study t-test, one-way (ANOVA) analysis, and Pearson Moments Multiple Correlation techniques have been used. The results of the correlation analysis revealed that there is positive correlation between job satisfaction and affective and normative commitments related to occupation and organization. ABSTRACT FROM AUTHOR Copyright of Journal of American Academy of Business, Cambridge is the property of Journal of American Academy of Business, Cambridge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)
The concept of commitment is widely used but has received little formal analysis. It contains an implicit explanation of one mechanism producing consistent human behavior. Commitments come into being when a person, by making a side bet, links extraneous interests with a consistent line of activity. Side bets are often a consequence of the person's participation in social organizations. To understand commitments fully, an analysis of the system of value within which side bets are made is necessary
Organizational commitment has been conceptualized and measured in various ways. The two studies reported here were conducted to test aspects of a three-component model of commitment which integrates these various conceptualizations. The affective component of organizational commitment, proposed by the model, refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component refers to commitment based on the costs that employees associate with leaving the organization. Finally, the normative component refers to employees' feelings of obligation to remain with the organization. In Study 1, scales were developed to measure these components. Relationships among the components of commitment and with variables considered their antecedents were examined in Study 2. Results of a canonical correlation analysis suggested that, as predicted by the model, the affective and continuance components of organizational commitment are empirically distinguishable constructs with different correlates. The affective and normative components, although distinguishable, appear to be somewhat related. The importance of differentiating the components of commitment, both in research and practice, is discussed. ABSTRACT FROM AUTHOR Copyright of Journal of Occupational Psychology is the property of British Psychological Society and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)
The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization
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