The incremental validity of organizational commitment,organizational trust,and organizational identification

Organizational commitment (OC), organizational trust (OT), and organizational identification (OI) are three types of psychological attachment to an organization. Each of these three variables captures an organization-targeted attitude toward an employment relationship, but it is unclear whether they have incremental validity over each other. To address this question, this study examined the incremental validity of each variable in predicting job involvement, job satisfaction, turnover intentions, and non-self-report measures of task performance and citizenship behavior. It also examined whether perceived organizational support and psychological contract breach, two other organization-targeted attitudinal variables, were related to OC, OT, and OI when the latter were considered jointly. Meta-analytical evidence suggests that OC, OT, and OI have incremental validity over and above one another in their relationships with some, but not all, of the above correlates. This highlights the need for future research to distinguish these three types of psychological attachment to an organization.     

Regulatory foci and organizational commitment

We use regulatory focus theory to derive specific predictions regarding the differential relationships between regulatory focus and commitment. We estimated a structural equation model using a sample of 520 private and public sector employees and found in line with our hypotheses that (a) promotion focus related more strongly to affective commitment than prevention focus, (b) prevention focus related more strongly to continuance commitment than promotion focus, (c) promotion and prevention focus had equally strong effects on normative commitment. Implications of these findings for the three-component model of commitment, especially the ‘dual nature’ of normative commitment, as well as implications for human resources management and leadership are discussed.     

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.     

Effects of team and organizational commitment – A longitudinal study

Retention management, i.e., keeping qualified employees, is a top priority for contemporary organizations. Commitment, and especially team commitment, can be the key to mastering this challenge. There is a lack of longitudinal research concerning the development and the direction of the effects of team commitment over time. In a longitudinal field-study design with three points of measurement, a total of 360 employees in 52 semi-autonomous industrial teams were surveyed over a period of three years. On the one hand, organizational commitment showed stronger effects on organization-related criteria (job satisfaction and intention to leave). These effects were consistent over the three points of measurement. Team commitment, on the other hand, affected team-related criteria (team performance and altruism). Longitudinal analyses confirmed the effects of organizational commitment on job satisfaction and intention to leave, and of team commitment on team performance and altruism. Moreover, these effects increased over time. Theoretical and practical implications of these findings are discussed.     

Testing the relationship between three-component organizational/occupational commitment and organizational/occupational turnover intention using a non-recursive model

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.     

心理契约、工作满意度与组织承诺关系

深入研究心理契约、工作满意度与组织承诺关系,将对组织变革中的人力资源管理具有重要理论和实践价值。本文首先回顾心理契约、工作满意度和组织承诺的概念,其次对心理契约、工作满意度和组织承诺之间的关系做一简单总结,最后提出对人力资源管理实践的启示。     

Dimensionality of organizational commitment in volunteer workers: Chamber of commerce board members and role fulfillment

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.     

Commitment profiles: Combinations of organizational commitment forms and job outcomes

Although the three-component model of organizational commitment by Meyer and Allen (1991) posits that an employee can experience the three components concurrently, previous research has been largely variable-centered, looking at the antecedents and outcomes of each component separately. Two studies explored how the three components combine to create distinct “profiles” of commitment and the implications of different profiles. In Study 1, six clusters were identified using k-means cluster analysis. These were labeled as the Highly committed, Non-committed, Neutral, Affective dominant, Continuance dominant and the Affective-Normative dominant profiles. Analysis of variance results indicated that the Highly committed, Affective-Normative dominant and the Affective dominant profiles demonstrated the most desirable job behaviors. The Non-committed profile showed the least desirable outcomes, followed by the Continuance dominant profile. Study 2 largely replicated these findings. The results suggest that affective commitment is the primary driver of positive outcomes, especially when combined with low levels of continuance commitment.     

Idiosyncratic deals and organizational commitment

This article examines the relationship between idiosyncratic deals and organizational commitment. In particular, it examines how two individual differences which reflect self-worth (core self-evaluations and age) moderate that relationship. We predicted that employees with feelings of high self-worth will expect and will feel entitled to these deals, but employees with feelings of low self-worth will feel particularly obligated to reciprocate positively for special treatment. Data were collected from 375 managers at two points in time. As predicted, the relationship between idiosyncratic deals and affective organizational commitment was stronger for those managers who had low core self-evaluations. While the two-way interaction effect between idiosyncratic deals and age was not significant, we did find modest evidence for a three-way interaction effect. As predicted, the strongest relationship between idiosyncratic deals and organizational commitment occurred for older workers who had low core self-evaluations.     

Commitment profiles: The configural effect of the forms and foci of commitment on work outcomes

This study is based upon the conceptual linking of the multidimensional and multi-focal nature of work-related commitment. The main aims of our study were to create, through K-means cluster analysis, commitment profiles based on the three components of organizational and occupational commitment, and to examine their joint effect on key work outcomes. One hundred and fifty seven working adults completed questionnaires measuring the three components of organizational and occupational commitment, and work outcomes. Our findings show (a) the incremental validity of occupational commitment in the prediction of work-related variables, (b) the compatibility of occupational and organizational commitment as reflected in the four form-oriented commitment profiles that emerged (highly committed, affective–normative dominant, continuance dominant, and non-committed), and (c) the positive effect of the highly committed profile (dually foci-committed employees with high AC, CC, and NC) on focal and discretionary behaviors. On a practical level, our results can foster the practice of management concerning control of withdrawal behaviors and development of desirable discretionary behaviors.     

Side-bet theory and the three-component model of organizational commitment

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.     

Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study

Using longitudinal data (N = 220), we examined the contribution of perceived organizational support and four mindsets of organizational commitment (affective, normative, perceived sacrifice associated with leaving and perceived lack of alternatives) to employee psychological well-being. In order to assess the contribution of support and commitment independently from workplace stressors, we controlled for the effects of role ambiguity, role conflict and role overload. Analyses showed affective organizational commitment to mediate a positive relationship between perceived organizational support and well-being. In addition, perceived organizational support negatively related to perceived lack of employment alternatives which, in turn, was negatively related to well-being. Normative commitment and perceived sacrifice associated with leaving were unrelated to well-being. The implications of these findings are discussed under the lenses of social exchange and conservation of resources theories.     

The interactive effect of job involvement and organizational commitment on job turnover revisited: a note on the mediating role of turnover intention

This study extends previous theoretical and empirical research on Blau and Boal's (1987) model of the interactive effect of job involvement and organizational commitment on employee withdrawal. Using longitudinal data from a survey among the nursing staff of a Swedish emergency hospital (N = 535) and register information on actual turnover, the results showed, in contrast to the statement of the original theoretical model, that turnover intention mediates the additive and multiplicative effects of job involvement and organizational commitment on actual turnover. The study suggests that the proposed involvement by commitment interaction is theoretically justified, and underscores the pertinence of investigating intermediate linkages in turnover research.     

The relationship between career growth and organizational commitment

This research examines the relationship between employees' career growth and organizational commitment. Career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth, while organizational commitment was conceptualized using Meyer and Allen's (1997) three component model. Survey data, collected from 961 employees in 10 cities in the People's Republic of China, showed that the four dimensions of career growth were positively related to affective commitment, and that three of the facets were positively related to continuance and normative commitment. Only three of eighteen two-way interactions among the career growth factors affected organizational commitment, suggesting that the career growth factors influence commitment in an additive rather than a multiplicative manner.Results focus on how career growth can be used to manage organizational commitment.     

The role of organizational politics,contextual resources,and formal communication on change recipients' commitment to change: A multilevel study

Over the past decade there has been an increased interest in studying the factors that affect people's commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on people's commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.     

Work–family conflict, perceived supervisor support and organizational commitment among Brazilian professionals

The current study examines a variety of relationships pertaining to work–family conflict among a sample of Brazilian professionals, in order to shed light on work–family issues in this cultural context. Drawing from the cultural values of Brazil and social identity theory, we examine the relationships of two directions of work–family conflict (work interference with family and family interference with work), perceived supervisor support, and sex with affective and continuance organizational commitment. Work interference with family was related to higher continuance commitment and perceived supervisor support was related to higher affective commitment. An interaction between family interference with work and perceived supervisor support predicting continuance commitment revealed a reverse buffering effect such that the relationship was stronger under conditions of high support. Results are discussed within the Brazilian context.     

Organizational silence,organizational commitment and creativity: The case of directors of Islamic Azad University of Khorasan Razavi

IntroductionToday, one issue that arose in human resource discussions is the phenomenon of organizational silence (OS).ObjectiveSince it has not been carried extensive research out on this phenomenon in Iran, the purpose of this study was to investigate the relationship between OS and Organizational Commitment (OC) and Organizational Creativity (OCR) among managers of the Islamic Azad University of Khorasan Razavi.MethodsWe based the theoretical framework of this study on the OS scale of Morrison and Milliken (2003) and the Allen and Myers’ (1990) Three-Component OC Scale and OCR questionnaire of Randsip (1979). The questionnaire's internal reliability by Cronbach's alpha for OS, OC, and OCR was 0.81, 0.89, and 0.84 respectively. Also, 200 executives, deputies, managerial and administrative directors were tested. The Pearson correlation coefficient and structural equations were used to analyze the data.ResultsThe findings illustrate that in this organization, there is a significant and an inverse relationship between OS and OC and OCR. So, the more is the OS, the greater is the lack of OCR and OC.ConclusionThe results show that OCR is moderate and downward. OCR can be because of different factors, but is more affected by the dimensions of OC. OCR and continuous commitment could explain 0.84 of the variance of dependent variables. Also, all the research hypotheses were approved and 0.89 of the total variance of the dependent variable was illustrated in terms of effective factors.     

Person–organization (culture) fit and employee commitment under conditions of organizational change: A longitudinal study

This longitudinal study examines how person–organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees’ affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys before (N = 687) and after (N = 627) the change. We measured perceptions and preferences with regard to four components of organizational culture (human relations, open systems, internal process, and rational goal) derived from the Competing Values Model (Quinn, 1988), as well as affective commitment to the organization and intention to stay. Using polynomial regression and response surface analyses, we found that both perceived culture and culture fit related positively with the criterion variables within and across time. The strongest evidence for relations involving fit was obtained for those components of culture specifically targeted for change. Implications for future research and the management of organizational change are discussed.     

Culture masquerading,identity and organizational commitment

This mixed method study examines the impact of culture masquerading among 488 Filipino customer service representatives handling international accounts. Culture masquerading is practised via taking on foreign names, locations and nationalities. Applying social identity theory, it is hypothesized and supported that masquerading of nationality is negatively related to cultural identity. As predicted, there is a positive relationship between cultural identity and organization commitment. No support is found for the hypothesis that cultural identity mediates the relationship between culture masquerading. Situated identity theory and economic, social, and historical influences are used to explain these findings.     

Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch’s propositions

The purpose of this study was to test theoretical propositions advanced by Meyer and Herscovitch (2001) concerning the interactive effects of affective, normative, and continuance commitment on focal (staying intentions) and discretionary (citizenship) behavior. Study measures were gathered from a sample of 545 hospital employees. Several a priori predictions regarding commitment profile differences were confirmed. Significant three-way interactions were found for both staying intentions and citizenship behavior. The pattern of relations for both behavioral criteria partially confirmed the hypotheses, but also provided evidence of possible “context effects” whereby the meaning and implications of the commitment components varies as a function of the other components. These effects were most notable for normative commitment and may offer new insight into the nature of this construct. Implications for commitment theory and its application were discussed.