Organizational Politics and Work Identity as Predictors of Organizational Commitment

Building on the organizational-politics (Kaemar & Baron, 1999) and social-identity (Hogg & Terry, 2000) literatures, we examined the moderating effect of work identity on the organizational-politics/organizational-commitment relationship. Data collected from 500 employees of a data-reporting organization and 943 employees of a customer-service organization indicate that employees who identified primarily with their occupations were less affected by the level of perceived politics in the organization in the consideration of their commitment than were employees who identified primarily with their employing organizations or one of its units. Implications for research and management practice are discussed.     

Job Satisfaction,Organizational Commitment,and Religious Commitment of Full-Time University Employees

This study investigated the relationship of job satisfaction and organizational and religious commitment among full time workers at Akra University (a pseudonym) based on a number of demographic factors. Analysis of variance using the Games-Howell procedure revealed that workers who were older than age 46 years had higher job satisfaction and organizational and religious commitment than younger employees. It was also noted that workers holding doctoral degrees had higher levels of job satisfaction and religious commitment than individuals with a high school diploma only. It was evident that the longer employees stayed at this institution, the higher the levels of organizational commitment and extrinsic job satisfaction, and administrators and sector managers had higher levels of intrinsic job satisfaction and religious commitment than those in other occupational areas.     

An Examination of Satisfaction With My Supervisor and Organizational Commitment

This paper reports an examination of the relationship between satisfaction with one's supervisor and organizational commitment type based on data collected from nonmanagerial employees. The results show that moral and alienative forms of commitment were related to employees' satisfaction with their supervisors and that calculative commitment was not related. Supervisor behaviors related to moral commitment include consistency of behavior toward subordinates, showing concern for career progress, backing up employees with other managers, and employees' satisfaction with the supervisor's technical competence. Supervisor behaviors related to alienative commitment include the way one's supervisor treats an individual when he or she makes a mistake, the way the supervisor shows concern for one's career progress, and the way one's job responsibilities are defined.     

The Effects of Equal Opportunity Fairness Attitudes on Job Satisfaction,Organizational Commitment,and Perceived Work Group Efficacy

We examined a causal model relating military respondents’ attitudes toward equal opportunity (EO)-related fairness to job satisfaction, organization commitment, and perceptions of work group efficacy. A distinction between EO fairness at the work group and organizational levels was made. Respondents’ perceptions of organizational EO-related fairness were hypothesized to influence perceptions of work group EO fairness. Respondents’ perceptions of work group EO fairness were in turn hypothesized to influence their organizational commitment, job satisfaction, and perceived work group efficacy. Structural equation modeling with a measurement model sample and two random samples each consisting of 5,000 observations provided support for these hypothesized paths. As a part of the investigation, we also examined and found support for causal linkages between perceived work group efficacy, job satisfaction, and organizational commitment. The practical and theoretical importance of the findings for the U.S. military, particularly with regard to issues of retention and training, are discussed.     

Organizational Commitment,Job Satisfaction,and Effort in the Service Environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.     

Relationships Among Job Involvement,Job Satisfaction,and Organizational Commitment for Nurses

The relationships among a cluster of attitudes toward work and job were investigated using a sample of 171 nurses. The hypothesis was that involvement in work and job, commitment to the employing organization, and satisfaction with the job (overall, and with specific facets of the job) would be significantly correlated. The results showed that involvement was not related to overall satisfaction but only to two specific facets, satisfaction with work and promotion opportunities. In contrast, the degree of relationship between overall and various facets of satisfaction and commitment and between involvement and commitment was moderately high.     

Work and Pregnancy: Individual and Organizational Factors Influencing Organizational Commitment,Timing of Maternity Leave,and Return to Work

The authors surveyed 86 pregnant women (73%White, 8% Asian, 7% African American, 6% Hispanic, and1% Native American) to examine individual andorganizational factors associated with organizationalcommitment and planned timing of their maternity leavesand return to work after childbirth. Women whoseorganizations offered guaranteed jobs after childbirthplanned to work later into their pregnancies and toreturn to work sooner after childbirth. Women whoperceived supportive work-family cultures were morecommitted to their organizations and planned to returnmore quickly after childbirth than women who perceived less supportive cultures. Also, women with lesstraditional attitudes toward parenting planned to worklater into their pregnancies and return to work soonerafter childbirth.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

工作绩效与工作满意度、组织承诺和目标定向的关系

在全面回顾工作绩效及其影响因素的基础上,通过关键事件方法和问卷调查方法,对来自全国的1066位雇员进行了施测,运用AMOS软件,对工作绩效结构进行验证性因素分析,并对文中提出的假设进行了检验。之后,提出并验证了影响员工工作绩效的态度因素及整合模型。研究结果显示：工作满意度、组织承诺和目标定向对工作绩效的各个子维度的影响是不一致的。工作满意度越高,员工的工作绩效越好;另一方面,组织承诺和目标定向对雇员工作绩效各个子维度的影响不一致。文章最后对全文进行了总结,并对后续研究给出了建议     

Voluntary Retirement and Organizational Turnover Intentions: The Differential Associations with Work and Non-Work Commitment Constructs

The relationships of voluntary retirement and organizational turnover intentions to various commitment constructs in work and non-work settings were examined using a sample of 345 employees near retirement age (mean age = 53.71). The results demonstrated that work centrality and commitment to leisure activities were unique predictors of retirement intentions, while affective organizational commitment predicted turnover intentions but not retirement. Occupational commitment was a significant predictor of both retirement and turnover. The implications for revising the definition of work-role attachment theory and further developing a theoretical model to explain retirement decisions are also discussed.

The Role of Pay Satisfaction and Organizational Commitment in Turnover Intentions: A Two-Sample Study

This paper reports the results of a two-sample study—a sample of medical reps from pharmaceutical companies (N = 232) and a sample of respondents from multiple organizations (N = 221)—of the relationships between pay satisfaction, organizational commitment, and turnover intentions. Hypotheses were tested using a multidimensional perspective on both pay satisfaction and organizational commitment. Results from both samples show that the effect of pay satisfaction on intended turnover is fully mediated by affective commitment and perceived sacrifice commitment. Pay satisfaction is also significantly related to normative commitment but the latter has no influence on the outcome. Finally, in the sample of medical reps, pay satisfaction significantly reduces commitment based on lack of employment alternatives, a finding that is interpreted in light of the characteristics of pay systems in pharmaceutical companies. Future directions on compensation satisfaction and commitment research are discussed.     

Sanctifying Work: Effects on Satisfaction,Commitment, and Intent to Leave

Sanctification involves perceiving objects or events: (a) theistically by viewing them as having spiritual significance, or (b) nontheistically by viewing them as extraordinary and worthy of veneration and respect without any reference to a higher being. Previous research has found positive outcomes associated with sanctification, including increased satisfaction with marriage (Mahoney et al., 1999 Mahoney, A., Pargament, K. I., Jewell, T., Swank, A. B., Scott, E.Emery, E. 1999. Marriage and the spiritual realm: The role of proximal and distal religious constructs in marital functioning. Journal of Family Psychology, 13: 321–338. [Crossref], [Web of Science ®] , [Google Scholar]), body image (Mahoney, Carels, et al., 2005 Mahoney, A., Carels, R. A., Pargament, K. I., Wachholtz, A., Leeper, L. E.Kaplar, M. 2005. The sanctification of the body and behavioral health patterns of college students. The International Journal for the Psychology of Religion, 15: 221–238. [Taylor & Francis Online] , [Google Scholar]) and sexual intercourse (Murray-Swank, Pargament, & Mahoney, 2002 Murray-Swank, N. A., Pargament, K. I. and Mahoney, A. 2002. At the crossroads of sexuality and spirituality: The sanctification of sex by college students. The International Journal for the Psychology of Religion, 15: 199–219.  [Google Scholar]) to name a few. This study extends these findings into the world of work by demonstrating that those who sanctify their jobs are more satisfied, more committed to their organization, and at the same time less likely to intend to leave.     

Social Capital and Organizational Commitment

Organizational scientists have been investigating the role of human relationships vis-à-vis firm productivity for some years. Recently, Social Capital has been theorized to play a central part in the reduction of organizational transaction costs. We briefly position Social Capital among several theories claiming a role for interpersonal capital, review its theoretical nuances, and test this theoretical structure using a sample of 469 sales professionals from a leading medical services firm. Our findings indicate that trust, communication, and employee focus have significant direct and moderate indirect affects on organizational commitment.     

Crossover of Organizational Commitment

Spousal commitment toward an employee's organization is a little-studied construct that deserves attention because his or her spouse may influence the employee's assessments of organizational commitment and turnover intentions. Using 186 couples, this study investigated spousal influence on U.S. military members’ organizational commitment and their decisions to reenlist. Results of a structural equation model analysis indicate that indirect mechanisms of crossover (e.g., positive emotions displayed by the spouse during discussions of reenlistment) facilitated the positive relationships between the organizational commitment of military spouses and members. Findings and discussion contribute to the fields of organizational commitment and crossover, and we conclude our analysis by offering practical implications for nonmilitary occupations.     

The Differential Effects of Negative Affectivity on Measures of Well-being versus Job Satisfaction and Organizational Commitment

This paper reports an empirical study of the self-reported psychological strain, ill-health, job satisfaction and organizational commitment of 2450 public sector employees located in Western Australia. The framework used to predict these variables is a demands, supports-constraints framework. The key theoretical issue explored is the differential roles of negative affectivity in predicting the outcomes from this framework. Four different pathways are explored which are taken from Moyle ( Journal of Organizational Behaviour , 16 (1995), 647-668). Multiple regression methods are used to control for negative affectivity and other effects such as curvilinear relationships. The results show that negative affectivity has a variety of effects on both health and job attitude variables but the effects are much larger for the health variables. The conclusion recommends that, in studies that rely on all self-report data, the various possible effects of personality variables such as negative affectivity should be explored in preference to ignoring them.     

Delay of Gratification and Locus of Control as Predictors of Organizational Satisfaction and Commitment: Sex Differences

The relationships of two personality measures—locus of control and delay of gratification—with organizational satisfaction and commitment were investigated. Results indicated that orientation to delay reinforcement was positively related to commitment and satisfaction. Confirming previous findings, internality in locus of control was also positively related to the organizational constructs. However, results of analyses of sex differences and interactions between locus of control and delay of gratification in predicting satisfaction and commitment suggest that the relationships of locus of control with the organizational constructs are less simple than previously thought.     

Dissecting Organizational Commitment and Its Relationship with Employee Behavior

In theory, organizational commitment should have a moderately strong relationship with employee performance, but empirical studies have generally found only a weak relationship. We present a new model of the organizational commitment process in which different components of organizational commitment have different relationships with employee behaviors. We argue that the empirical relationship between organizational commitment and performance is weak for two reasons: First, one component of organizational commitment, the desire to remain a member of the organization, often has a weak, uncertain relationship with performance. Second, organizational commitment does not include perceived rewards for high performance, a variable that is a significant determinant of performance. The results, based on a sample of 246 men and women from diverse industries and occupations, were consistent with these explanations.     

Antecedents and Consequences of Organizational Commitment

The purpose of this study was to examine some antecedents and some consequences of organizational commitment as conceptualized by Meyer and Allen (1991) Meyer, J. P., & Allen, N. J. (1991). A three component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–98.[Crossref] , [Google Scholar]. Specifically, gender, ethnicity, branch of the Army, and perceptions of tokenism (e.g., isolation and stereotyping) were examined as antecedents of organizational commitment. Peer-rated leadership performance served as the outcome measure of affective (AC), continuance (CC), and normative commitment (NC). Findings indicated ethnic differences in AC and CC, gender differences in CC, and Army branch differences in AC and NC. Perceived tokenism was associated with lower levels of AC and NC and higher levels of CC. Finally, higher levels of AC and NC predicted higher leadership evaluations, whereas higher levels of CC were associated with lower leadership evaluations.     

Organizational Commitment in Nepalese Settings

This study examines the three-dimensional organizational commitment (OC) concept (Meyer & Allen, 1997) in Nepal. Standardized questionnaires were administered to a heterogeneous sample of 103 employees of four different Nepalese organizations (bank, food corporation, telecommunication, and an airline). Exploratory factor and confirmatory factor analyses replicate the dimensionality of OC, i.e., the three facets of commitment (affective, normative, and continuance commitment) could be found also in a developing country with a cultural background very different from the places where the commitment concept was originally formulated. Antecedents and consequences of organizational commitment were investigated by multiple regression analyses. Continuance and normative commitment were both explained by job characteristics, i.e., by the perception of the job as interesting, affective commitment could not be explained with the set of variables used in this study. However, it is affective commitment which particularly accounts for variance in search intentions as well as in turnover intentions.     

组织管理诚信与组织承诺之关系研究

本研究的主要目的乃探讨组织管理诚信的内涵及现状;揭示组织管理诚信与组织承诺之关系。通过文献分析和问卷调查,研究者发现:组织管理诚信行为主要包含诚实、守信、诚直和精诚四个方面的内容;员工对当前组织管理的评价总体趋向于诚信,其中对守信因子的评价最高,对诚直因子的评价最低;组织管理诚信对组织承诺存在着积极的影响。