摘要 :
The concept and theory of Organizational Commitment (OC) has gained considerable attention in the management and behavioral sciences. Numerous studies have explored the associations between OC and various phenomena, with impressiv...
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The concept and theory of Organizational Commitment (OC) has gained considerable attention in the management and behavioral sciences. Numerous studies have explored the associations between OC and various phenomena, with impressive results. This paper argue that the concept needs re-examination in light of recent business changes. The assertion that OC leads to a set of desired outputs proved to be valid for times of mutual commitment between organizations and their employees. We are now entering a new era of Human Resource and industrial relation systems, characterised by frequent redundancies and downsizing processes. This trend reflects a low commitment from organizations to their employees which is followed by a reduced level of OC. Subsequently it is hypothesised that the strength of OC as a leading concept in management and behavioral sciences is continuously decreasing. Support from the literature is provided, and recommendations for future research are presented.
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This article summarizes what is known about the active management of affective organizational commitment (AOC) through a review of 58 studies employing longitudinal research designs. The review yields six broad categories of antec...
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This article summarizes what is known about the active management of affective organizational commitment (AOC) through a review of 58 studies employing longitudinal research designs. The review yields six broad categories of antecedents that have empirically demonstrated effects on AOC: socialization practices, organizational changes, human resource practices, interpersonal relations, employee-organizational relations, and a residual "other" category. Insights from the review include (a) that perceptions of personal attachment to the organization are among the most substantiated (but tenuous) strategies for enhancing AOC, (b) that theorizing and research efforts have focused almost exclusively on achieving high levels of AOC, and (c) organizations have been reticent to address situations when AOC is low. Implications and recommendations for the theoretical, research and practical advancement of AOC are offered.
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This paper introduces the construct of commitment to organizational career (COC). Conceptualized as a specific form of goal commitment, COC reflects an individual's commitment to the goal of pursuing a long and successful career i...
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This paper introduces the construct of commitment to organizational career (COC). Conceptualized as a specific form of goal commitment, COC reflects an individual's commitment to the goal of pursuing a long and successful career in an organization. We developed a 5-item measure of COC and examined its validity and reliability in four studies involving employees from diverse organizations and occupations (Ns = 312, 187, 199, 309). We explore COC's distinctiveness from related constructs, including organizational commitment components (i.e., affective, normative, and continuance subdimensions) and career commitment, as well as its ability to predict turnover intention and voluntary turnover. Finally, we examine COC's antecedents and specify boundary conditions to its relationship to turnover. Overall, results support the reliability and validity of the COC measure. We discuss how COC contributes to generate promising research avenues for the career and commitment literatures. Practitioner points
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In the current career climate characterized by change and turbulence, employees may demonstrate limited organizational commitment to their employers. Rousseau (1998) suggests that two key ways to elicit loyalty from employees toda...
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In the current career climate characterized by change and turbulence, employees may demonstrate limited organizational commitment to their employers. Rousseau (1998) suggests that two key ways to elicit loyalty from employees today are to reinforce perceptions of organizational membership and demonstrate organizational care and support for employees. Based on her conceptual framework, we examined the separate and synergistic effects of three valued aspects of the work environment—management communication, opportunity for learning, and work schedule flexibility—on organizational commitment. With 1770 full-time and 273 part-time workers of a large national retailer, we found that all three variables had positive main effects on organizational commitment. Also, they three-way interacted to affect part-time workers' organizational commitment. The implications of these findings for research on organizational commitment and on comparisons of full-time and part-time workers are discussed.
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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...
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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.
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Nobody wants their salesforce to spend their lunch hour looking at job listings. According to a DePaul University study (Rocco, 2017), the average turnover cost per sales rep is $97,690, a figure reached by adding up recruiting, t...
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Nobody wants their salesforce to spend their lunch hour looking at job listings. According to a DePaul University study (Rocco, 2017), the average turnover cost per sales rep is $97,690, a figure reached by adding up recruiting, training costs and lost sales. Explaining the role of lost sales, the average time to replace a sales hire ranges between 3.69 months, the average for inside sales reps, and 5.42 months, the average for field sales (Nutshell.com, 2018).
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Organizational commitment is an important concept in management and a construct on which extensive research exists. This study considers the relationship of the three dimensions of organizational commitment (affective, normative, ...
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Organizational commitment is an important concept in management and a construct on which extensive research exists. This study considers the relationship of the three dimensions of organizational commitment (affective, normative, and continuance commitment) with employees' organizational citizenship behavior in a high-unemployment environment. By analyzing the effect of high unemployment on the displacement of the self-concept from individual toward relational and collective levels, this work predicts differences in the effect of unemployment on each of the organizational-commitment dimensions. The results show that in a high unemployment environment the affective and normative dimensions have a similar behavior than in a full employment environment. Nevertheless, the continuance-commitment dimension increases significantly in a high-unemployment context. These results and the importance of the self-concept in organizational commitment can explain some empirical discrepancies in previous research regarding the relationships between organizational-commitment dimensions and their individual effects on employees' behavior. (C) 2015 Elsevier Inc. All rights reserved.
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This study aims to investigate the existence of correlations between the "bases of power" and "affective organizational commitment" constructs in the Municipal Civil Guard of Mossoró/RN [GCMM].A quantitative approach was used, wh...
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This study aims to investigate the existence of correlations between the "bases of power" and "affective organizational commitment" constructs in the Municipal Civil Guard of Mossoró/RN [GCMM].A quantitative approach was used, which was statistical software R, with a convenience sample of 50 civilian guards, and consisted in the analysis of the arithmetic averages, in order to reach the objectives and the Pearson correlation coefficient test.Results indicated indecision regarding the commitment in relation to the bases of power, it has been noticed that the most used by these are those of legitimate power and power of expertise, while the least used are the bases of power of coercion and reward.to the relations between the variables "bases of power" and "affective organizational commitment" in the GCMM, it was observed that they are weakly correlateds.
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We meta-analyzed the correlation between organizational commitment (OC) and organizational citizenship behavior (OCB) and tested the effects of four potential moderators of this relationship. Eighty-six primary samples (N=27,640) ...
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We meta-analyzed the correlation between organizational commitment (OC) and organizational citizenship behavior (OCB) and tested the effects of four potential moderators of this relationship. Eighty-six primary samples (N=27,640) were included in the meta analysis. A moderate positive correlation was found between organizational commitment and organizational citizenship behavior. Moderator analysis showed that there was a significant effect of rating source, organization type and culture dimension of individualism vs. collectivism on the OC-OCB relationship. Moderating effect of publication bias was not significant. Implications of findings for theory and practice were discussed and suggestions for further research were provided.
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This study investigated the effects of the organizational commitment and occupational commitment of employees in Korean firms on their turnover intentions and organizational citizenship behaviours. In addition, using the interacti...
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This study investigated the effects of the organizational commitment and occupational commitment of employees in Korean firms on their turnover intentions and organizational citizenship behaviours. In addition, using the interactional effect analysis, this study examined the interactional effects of the two types of commitment on turnover intentions and organizational citizenship behaviours. A total of 209 employees in nine different firms participated in this study. The results revealed that organizational commitment had a negative effect on turnover intentions, while occupational commitment had a positive effect. In addition, organizational commitment had a positive effect on organizational citizenship behaviours, whereas occupational commitment did not have any noticeable effect thereupon. Both organizational commitment and occupational commitment showed certain overall interactional effects regarding organizational citizenship behaviours as well as turnover intentions.
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