责任归因对公平感与情感承诺关系的调节作用研究

以上海市部分企业员工为研究对象,运用问卷调查法和分层回归分析技术探讨了责任归因对公平感与情感承诺之间关系的调节作用。结果表明,组织责任分别调节组织人际公平、组织信息公平与组织情感承诺之间的关系;主管责任分别调节主管程序公平、主管人际公平、主管信息公平与主管情感承诺之间的关系。     

The Effects of Commitment to Multiple Foci: An Analysis of Relative Influence and Interactions

Recent research on employee commitment has adopted a multifoci framework, arguing that it is important to distinguish between commitments to particular targets such as supervisors, coworkers, and the organization itself. However, there remain questions about the relative importance of different commitments for predicting outcomes and about possible interactive effects among multiple commitments. To address these questions, the authors collected data from 279 employees as well as their supervisors and coworkers. The authors found robust effects for affective commitment to supervisors, showing that it was significantly related to turnover intentions, task performance, and citizenship behaviors incremental to affective commitment to the organization and coworkers. In addition, a 3-way commitment interaction predicted task performance and citizenship behaviors directed toward the supervisor.     

教师组织认同、工作满意感与情感承诺的关系

组织认同是社会认同的一种特殊形式,是与组织具有一致性或从属于组织的知觉。通过对545名教师施测Mael和Tetrick组织认同问卷、工作满意感问卷和情感承诺问卷,结果发现:(1)个体的组织认同水平能够正向的预测其工作满意感水平;(2)个体的组织认同水平能够正向的预测其情感承诺水平;(3)个体的工作满意感能够部分中介其组织认同对于情感承诺的预测作用。     

Organizational identification and commitment: correlates of sense of belonging and affective commitment

The general purpose of this work is to analyze the overlap between organizational identification and commitment. Specifically, our study focuses on the analysis of the differences and similarities between sense of belonging (a dimension of organizational identification) and affective commitment (a dimension of organizational commitment). In order to do this, we analyzed their discriminant validity and raised their relationship with variables that previous research had showed like precedent and subsequent variables of them: value congruence, perceived support, organizational citizenship behavior, and intention to continue in the organization. A total of 292 people at one organization completed surveys measuring the variables previously described. The results showed that sense of belonging and affective commitment are different concepts and they have different relationships with relation to precedent and subsequent variables. Affective commitment seems to be more useful than sense of belonging to predict organizational citizenship behavior aimed at the organization and intention to continue. Some practical implications are described.     

Organization-, supervisor-, and workgroup-directed commitments and citizenship behaviours: A comparison of models

The purpose of this study was to test two competing theoretical models explaining the relationships between affective commitment to the organization, the supervisor, and the workgroup, and organizational citizenship behaviours (OCB) specifically directed toward these foci. Drawing on cohesion theory, the first model stated that commitment to the organization is a key mediating variable intervening between “local” commitments and OCB (Hunt & Morgan, 1994). Building on Lewin's (1943) field theory and the notion of psychological proximity, the second model proposed that commitment to the most proximal focus should mediate the effect of commitment to more distal entities on OCB. Data drawn from a sample of blue-collar workers and their supervisors in an iron and steel company indicated that the model of a proximal mediation best represented the relationships between commitments and OCB.     

Meaningful Work and Affective Commitment: A Moderated Mediation Model of Positive Work Reflection and Work Centrality

Empirical research on both meaningful work and organizational commitment has been criticized because research in both fields is largely unsystematic. By integrating the cognitive appraisal theory and identity theory into the meaningful work and affective commitment literatures, we examined the mediating role of positive work reflection (study 1 and study 2) and the moderating role of work centrality (study 2) in the relation between meaningful work and affective commitment. We conducted two independent studies with two-wave data to examine our hypotheses through mediation and moderated mediation bootstrapping procedures. Both study 1 and study 2 found that positive work reflection mediated the relationship between meaningful work and affective commitment. In addition, study 2 revealed that the positive relationship between meaningful work and affective commitment was stronger for those who place less importance on work (i.e., low work centrality). The meaningful nature of one’s work may motivate those who view work as peripheral to recall positive moments of their work, which, in turn, impacts their affective commitment to the organization. Thus, in order to increase affective commitment, promoting meaningful work might be particularly important for those with low work centrality. This is one of the first studies to examine positive work reflection as a cognitive pathway linking meaningful work to affective commitment and identify a boundary condition where meaningful work may not be associated with affective commitment for those who are high in work centrality.     

Social Support at Work and Affective Commitment to the Organization: The Moderating Effect of Job Resource Adequacy and Ambient Conditions

ABSTRACT

This study investigated whether both supervisor and coworker support may be positively related to affective commitment to the organization on one hand; and on the other hand, it examined the moderating effect of job resource adequacy and ambient conditions on these relationships. The sample included 215 participants working within a health care organization. Results of regression analysis showed that supervisor and coworker support have an additive effect on affective commitment. Hierarchical regression analyses indicated that supervisor and coworker support are more strongly related to affective commitment when job resource adequacy is high. Furthermore, ambient conditions moderate the relationship between supervisor support and affective commitment in such a way that favorable ambient conditions strengthen this relationship. Overall, these findings reinforce the importance of taking into account contingent factors in the study of antecedents of affective commitment to the organization.     

Perceptions of employment relations and permanence in the organization: mediating effects of affective commitment in relations of psychological contract and intention to quit

Working conditions in call/contact centers influence employees' perceptions of their relations with the organization and their attitudes to work. Such perceptions can be analyzed through the psychological contract. The association between the relational/transactional orientation of the psychological contract and intention to quit the organization was examined, as well as the mediating role of affective commitment in employment relations. Data were collected from 973 employees in a cross-sectional survey. Analysis confirmed that there was a statistically significant relation between the orientation of the psychological contract and intention to quit, which was positive for transactionally oriented and negative for relationally oriented contracts. A mediating role for affective commitment was also confirmed, and a full mediating effect was reported for both orientations.     

Engagement envers le supérieur et recherche de feedback négatif : le rôle des variables de statut du supérieur

The relationship between employees’ affective commitment to the supervisor and negative feedback seeking is barely explored in the literature. Moreover, the role of the characteristics related to the context where this relationship develops is unknown. In the present article, we examine the relationship between affective commitment to the supervisor and negative feedback seeking using data collected from 250 employees affiliated with organizations operating in the service industry. Three moderating variables were measured: supervisor-organization value incongruence, supervisors’ networking ability, and supervisors’ perceived organizational status. Data analysis through moderated multiple regression indicates that commitment to the supervisor is positively related to negative feedback seeking, and that this relationship is enhanced when the supervisor is perceived to have a low value incongruence with the organization or a weak networking ability. In contrast, supervisors’ perceived organizational status did not exert a moderating role. We discuss the implications of these findings for research on feedback seeking behavior in the workplace.     

Employable,committed, and thus well-performing: a matter of interdependent forward-looking social exchange

This study probes the relationship between perceived external employability (i.e., the individual’s perception of available jobs on the external labour market) and affective commitment and performance within the framework of social exchange. An innovative feature is that we advance perceived external employability as a commodity of interdependent forward-looking exchange: employees who perceive themselves as externally employable anticipate successful exchange, which drives further responses, both relational (i.e., affective organizational commitment) and behavioural (i.e., performance). Strong features of this study are that we include (a) both the organization and the workgroup as foci of affective commitment, and (b) task, helping, and counterproductive behaviour as indicators of performance. Results from cross-lagged, structural equation modelling (SEM) analyses on two-wave survey data (N = 458 Belgian employees) largely align with our idea: perceived external employability has a positive cross-lagged effect on affective organizational and workgroup commitment. The two foci of commitment in turn have a cross-lagged effect on performance, positive in the case of helping behaviour and negative in the case of counterproductive behaviour. No significant cross-lagged effects were found in relation to task behaviour. We discuss these results in the light of Social Exchange Theory and potential routes for future research.     

组织政治知觉与组织承诺:工作不安全感的调节作用研究

该文以314名企业员工为被试,运用问卷调查法和调节层级回归分析的统计方法,考察了工作不安全感在组织政治知觉与组织承诺之间的调节作用。结果表明:组织政治知觉对情感承诺和规范承诺都具有显著的负向预测作用,但数量性工作不安全感正向调节着组织政治知觉对情感承诺和规范承诺的消极影响,而质量性工作不安全感则负向调节着组织政治知觉对情感承诺的消极影响。     

Favoriser le développement professionnel avec le feedback : les engagements affectif et calculé envers l’objectif comme modérateurs de la relation intention–comportement

The purpose of this study is to investigate the moderating role of affective and continuance goal commitment in the relationship between motivational intention to act on feedback and behavioural integration of feedback. In an individual psychological assessment context, 74 candidates who received feedback were recruited. Moderation analyses using hierarchical multiple regressions showed that affective and continuance goal commitments moderate the relationship between motivational intention to act on feedback and behavioural changes, three months later. This relationship is significant and positive only when the level of affective or continuance goal commitment is low. The relationship between motivational intention to change and engagement in developmental activities is not moderated by goal commitment.     

Affective responses to abuse in the workplace: The role of hope and affective commitment

Affective responses constitute the mechanism by which abusive supervision received is associated with subordinates’ turnover intentions. Using affective events theory (AET) as a theoretical framework, we suggest that abusive supervision is a contextual event that is associated with subordinates’ affective reactions and corresponding evaluative judgment of their workplace, which ultimately leads to increased turnover intentions, a prominent withdrawal outcome. We examine two affective responses as mediators, hope (a goal-related affective state based on the expectation of positive outcomes) and affective commitment (affect-based evaluation of the organization). Two samples from a field study (n = 209) and an experiment (n = 427) were analyzed using structural equation modeling. Results supported our proposed chain of relationships, suggesting that subordinates are likely to experience decreased hope and affective commitment after having experienced abuse from a supervisor, which subsequently impact their withdrawal intention to leave the organization.     

Reciprocation of perceived organizational support

Four hundred thirteen postal employees were surveyed to investigate reciprocation's role in the relationships of perceived organizational support (POS) with employees' affective organizational commitment and job performance. The authors found that (a) POS was positively related to employees' felt obligation to care about the organization's welfare and to help the organization reach its objectives; (b) felt obligation mediated the associations of POS with affective commitment, organizational spontaneity, and in-role performance; and (c) the relationship between POS and felt obligation increased with employees' acceptance of the reciprocity norm as applied to work organizations. Positive mood also mediated the relationships of POS with affective commitment and organizational spontaneity. The pattern of findings is consistent with organizational support theory's assumption that POS strengthens affective commitment and performance by a reciprocation process.     

Organizational and client commitment among contracted employees

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.     

Psychology of Terrorism: Classic and Contemporary Insights,edited by Jeff Victoroff and Arie W. Kruglanski

Abstract

Affective and calculative commitment have been associated with distinct work outcomes; however, little research has been directed toward understanding how these dimensions of organizational commitment are embedded within a larger web of work-related attitudes and perceptions. In the present study, higher levels of calculative commitment in a sample of adults in New Zealand and Ireland were associated with lower perceived organizational support, lower agreement with organizational policies, fewer perceived organizational values, and fewer bonds to various facets of the organization. This pattern of findings was reversed for level of affective commitment.     

Affective organizational commitment and citizenship behavior: Linear and non-linear moderating effects of organizational tenure

Utilizing a meta-analytical approach for testing moderating effects, the current study investigated organizational tenure as a moderator in the relation between affective organizational commitment and organizational citizenship behavior (OCB). We observed that, across 40 studies (N = 11,416 respondents), the effect size for the relation between affective organizational commitment and non-self measures of OCB was .23. However, we also found that organizational tenure moderated the relation in a non-linear way. Before 10 years of tenure, the strength of the commitment–OCB relation increased as organizational tenure increased; after that point, the strength of the commitment–OCB relation decreased as organizational tenure increased. In short, the moderating effect of tenure follows a curvilinear pattern.     

Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences

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.     

Relationships among perceived career support,affective commitment,and work engagement

This study sought to test the predictive effects of perceived career support and affective commitment on work engagement. It was hypothesized that perceived career support would relate positively to work engagement and this relationship would be transmitted through affective commitment. Survey data were collected from 115 full‐time employees enrolled as part‐time graduate students in a large public university in Malaysia. Multiple regression analysis yielded results indicating that the relationship between perceived career support and work engagement was mediated by affective commitment. This finding suggests that employers can promote employee work engagement by ensuring employees perceive their organization to be supportive of their career and increasing employees' level of affective commitment.     

Affective and normative commitment to organization, supervisor, and coworkers: Do collectivist values matter?

Employees’ commitment to their organization is increasingly recognized as comprising of different bases (affect-, obligation-, or cost-based) and different foci (e.g., supervisor, coworkers). Two studies investigated affective and normative commitment to the organization, supervisor and coworkers in the Turkish context. The results of Study 1 confirmed that employees differentiate between affect versus obligation-based commitment towards the organization, supervisor and coworkers. Study 2 tested the “cultural hypothesis” which argues for the moderating influence of collectivistic values on the relationship between person (local) commitments and organizational-level (global) outcomes. The results failed to support the cultural hypothesis and showed that commitment to organization was predictive of organizational-level outcomes (e.g., turnover intentions), and commitment to supervisor was predictive of supervisor-related outcomes (e.g., citizenship towards supervisor). These findings suggest that the influence of culture may be less straightforward and may require a more sophisticated measurement of the nature of relationships and organizational characteristics in general.