Employee stock ownership plans and three‐component commitment

Previous studies of employee ownership have conceptualized its chief attitudinal outcome principally as an emotional bond to the organization (i.e. affective commitment), despite a growing consensus that commitment is multifaceted. Using a sample of airline pilots, we assessed relationships between ESOP (employee stock ownership plan) attributes and three‐component commitment (Meyer & Allen, 1991). Regarding continuance commitment, high financial value was associated with pilots feeling freer to leave rather than being bound to the organization, as side‐bet theory suggests. As predicted, perceived workplace empowerment was strongly related to normative commitment — consistent with Meyer and Allen's theoretical formulation emphasizing unfulfilled reciprocity norms but inconsistent with the non‐contingent, loyalty norm explanation.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.     

Are Volunteers More Committed Than Nonvolunteers?

Volunteers and nonvolunteers have generally been compared on demographic and personality data. Little research is available on attitudinal differences between these groups. As part of a large study on commitment to the police department, 215 officers were asked to participate in a two-stage study. The first stage asked subjects to complete a large questionnaire that included a moral commitment scale and a calculative commitment scale. In order to analyze future behavior, participants were asked to supply their ID number. Results showed that volunteers were more committed than nonvolunteers, particularly on an identification with the organization factor. Some implications of the findings, as well as supportive data, are discussed.     

An analysis of recollection in the measurement of long‐term change in attitudes

In cross‐sectional research designs, the measurement of attitudinal and behavioural change has often relied upon respondents' reported recollection of the degree of change from one point in time to another. Alternatively, algebraic approaches for measuring change are often utilized in longitudinal designs with panel data. In a conceptual replication of prior work by Irving and Meyer (1995), this study undertook an examination of direct recall measures of change, as well as contemporaneous Time 1 (T1) and Time 2 (T2) measures of three attitudinal constructs (union commitment, union satisfaction, and union attitudes in general) over a 10‐year period. Based upon a sample of 195 union members, the investigation found that more proximal T2 measures of the constructs of interest were strongly related to single‐item measures of recollection of change and more distal T1 measures had no significant relationship with respondents' reported recollection of any of the attitudinal measures examined. In the interpretation of these findings, it is suggested that current attitudes provide cognitive prompts to survey‐based requests for recollection of past attitudes, which may in‐turn lead to serious reporting inaccuracies associated with many direct measures of recollection.     

Additional Evidence of Attitudinal Influences in Performance Appraisal

The attitudes of twenty-nine managers toward performance appraisal and toward their organization were used to predict differences in mean ratings and measures of discrimination among ratees and performance dimensions. Substantial multiple correlations were obtained for all three dependent variables (between 32 and 46% of the variance in each measure was explained), and several individual correlations were statistically significant. Raters who showed low levels of confidence in the appraisal system, high levels of discomfort, or high levels of instrumental commitment were more likely to provide ratings that were unusually high or that did not discriminate well among ratees and/or dimensions. Raters who showed higher levels of attitudinal commitment or who perceived more risks associated with distorting ratings tended to provide lower ratings and to discriminate among ratees and/or dimensions.     

Predicting Behavioral Career Commitment of College Students With Attachment and Separation Relationships

This study compares the behavioral and attitudinal career commitment of college students, then examines the influences of parental attachment and separation on career commitment. Undergraduates (N = 195) from 3 academic programs were surveyed: a combined degree program that accepts students simultaneously into bachelor's and medical programs, premedical curriculum alone, and general university enrollment. Behavioral career commitment (enrollment in one of the aforementioned programs) correlated with attitudinal commitment for the combined degree and general enrollment groups. Greater attachment to father and less separation from parents were associated with lower career commitment for men. Attachment and separation did not predict career commitment for women.     

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.     

Volunteer Engagement: Does Engagement Predict the Degree of Satisfaction among New Volunteers and the Commitment of Those who have been Active Longer?

This study examines the concept of engagement in samples of volunteers from different non‐profit organisations. Study 1 analyzes the psychometric properties of the abbreviated version of the Utrecht Work Engagement Scale (UWES) ( Schaufeli, Bakker, & Salanova, 2006a ). Two factorial structures are examined: one‐dimensional and three‐dimensional structures. Based on the Three‐Stage Model of Volunteers' Duration of Service ( Chacón, Vecina, & Dávila, 2007 ), Study 2 investigates the relationship between engagement, volunteer satisfaction, and intention to remain in a sample of new volunteers and the relationship between engagement, organisational commitment, and intention to remain in a sample of veteran volunteers. Moderated mediation analysis is provided using duration of service as a moderator in order to set a splitting point between new and veteran volunteers. The results of the confirmatory factor analysis suggest that the three‐factor model fits better to the data. Regarding the structural models, the first one shows that engagement is crucial to volunteer satisfaction during the first stage, while volunteer satisfaction is the key variable in explaining intention to continue. The second structural model shows that engagement reinforces the participant's commitment to the organisation, while organisational commitment predicts intention to continue. Both models demonstrate a notable decline when samples are changed.     

Beyond the three-component model of organizational commitment

This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regarding the organization, while normative and continuance commitment are attitudes regarding specific forms of behavior (i.e., staying or leaving). The conceptual analysis shows that the TCM fails to qualify as general model of organizational commitment but instead represents a specific model for predicting turnover. The authors suggest that the use of the TCM be restricted to this purpose and that Eagly and Chaiken's model be adopted as a generic commitment model template from which a range of models for predicting specific organizational behaviors can be extracted. Finally, they discuss the definition and measurement of the organizational commitment attitude. Covering the affective, cognitive, and behavioral facets of this attitude helps to enhance construct validity and to differentiate the construct from other constructs.     

Acts against the workplace: Social bonding and employee deviance

Research into the phenomenon of workplace deviance has separately focused on two types of employee rule‐breaking behavior, 1) acts against the property and assets of the organization and 2) various types of counter‐productive behavior. In an attempt to compare the theoretical and empirical similarity of these two forms of employee deviance, this paper examines the self‐reported involvement in both property and production deviance among a population of employees randomly sampled from three industry sectors and three metropolitan areas. Utilizing a weighted least squares logit regression analysis, the findings support continued conceptual separation of these two forms of employee rule‐breaking as they seem to be explained by slightly different configurations of the “social bonding” model. Involvement in property deviance seems to be primarily the result of a lack of future “commitment” to the organization, while counter‐productive behavior is better understood using a combination of “commitment, attachment, and involvement” variables in the model. Further, both forms of workplace deviance were significantly more likely to involve younger employees.     

组织承诺研究的进展与展望

该文采取多测度分析的方法,从理论基础,概念性定义和操作定义,量表的信度、效度和影响变量等方面对组织承诺的已有研究进行回顾和分析。发现现有的组织承诺概念比较冗余,需要进行有效的整合,现有组织承诺量表需要在内容效度、汇聚效度和区分效度等指标上进行深入探索;目前关于组织承诺的研究多从离职/留职意向的角度进行探讨,缺乏从雇佣关系的角度进行的系统研究;需要进行纵向研究以获得组织承诺和其他一些员工态度变量之间的因果关系;后续研究可以从中介变量和调节变量的角度,详细考察组织承诺的不同维度的交互作用。     

Forgotten but not gone: An examination of fit between leader consideration and initiating structure needed and received

We examined the effects of fit between leader consideration and initiating structure needed and received on employees' work-related attitudes (i.e., trust in the supervisor, job satisfaction, and affective commitment to the organization). Consistent with predictions that derive from the person-environment fit research tradition, results from Study 1 suggested that deficient amounts of both leadership behaviors were associated with unfavorable attitudinal outcomes. However, while excess levels of consideration were associated with favorable attitudinal outcomes, excess levels of initiating structure were associated with unfavorable attitudes, and for both forms of leadership, higher levels of absolute fit were associated with more favorable outcomes. Results from Study 2 suggested that attitudes generated by the fit between leadership needed and received influence employees' organizational citizenship behavior as reported by their supervisors. The relationship between consideration needed and received and subordinates' organizational citizenship behavior relating to individuals (OCBI) and organizational citizenship behavior relating to the organization itself (OCBO) was partially mediated by employees' trust in the supervisor, while the relationship between initiating structure needed and received and OCBI was fully mediated by trust in the supervisor, and for OCBO was partially mediated. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Testing the discriminant validity of a four‐dimensional occupational commitment measure

Building on prior work by Blau (2001a, 2001b, 2003) , the results of this study provided some support for a 4‐dimensional measure of occupational commitment ‐ that is, affective, normative and 2 dimensions of continuance commitment, accumulated costs and limited alternatives. Overall, affective commitment showed a stronger relationship to professional withdrawal intentions and to a lesser extent, professional development activities. Accumulated costs interacted with normative commitment such that there was a significant negative relationship of normative commitment to subsequent withdrawal intentions for low accumulated costs. Limited alternatives interacted with normative commitment in a similar way, such that there was a significant negative relationship of normative commitment to subsequent withdrawal intentions for low limited alternatives. However, the similarity of such interactive results, combined with the generally equivalent correlational results of accumulated costs and limited alternatives to other study variables, leads to the alternative speculation that a 1‐factor measure for continuance occupational commitment may be sufficient.     

The Relationships of Role Clarity and Organization‐Based Self‐Esteem to Commitment to Supervisors and Organizations and Turnover Intentions

We examined the relationships of role clarity and organization‐based self‐esteem with 4 dimensions of commitment to supervisors and organizations (affective, normative, perceived high sacrifice, perceived lack of alternatives) and turnover intentions. Confirmatory factor analyses supported the hypothesized 8‐factor model of commitment. Structural equation modeling analyses revealed that role clarity was positively related to affective, normative, and perceived high sacrifice supervisory commitment; while it was not related to organizational commitments. Organization‐based self‐esteem was positively associated with affective commitment to organizations and supervisors; it was also negatively associated with the lack of alternatives component of supervisory and organizational commitment. Finally, the affective and high‐sacrifice dimensions of supervisory commitment related to turnover intentions via parallel forms of organizational commitment.     

Effets comportementaux et attitudinaux d’une procédure de Pied-dans-la-porte en entreprise

The present research investigates attitudinal and behavioral effects of a Foot-in-the-door paradigm (Freedman & Fraser, 1966), adapted to a company world. Moreover, it measures the impact of a variable whose integration to the paradigm has been discussed (Joule and Beauvois, 1998; Joule, Py & Bernard, 2004) although its effect has not been experimentally demonstrated: Action Identification (Vallacher and Wegner, 1985). Results show a response rate to the target request and a mean of affective commitment to the organization (Allen & Meyer, 1990) higher in the F.I.T.D. condition, particularly when the level of action identification is taking into account. Results are discussed in terms of commitment theory and action identification theory.     

The relationship between cognitive dissonance and helping behavior

An experiment was conducted to study the relationship between cognitive dissonance and helping behavior. A counterattitudinal procedure was employed to arouse dissonance. For half of the participants, an experimental confederate entered the room and elicited an opportunity for them to offer help. In this situation, fewer subjects in the dissonance condition offered help than subjects in the no‐dissonance condition. The least helping occurred among dissonance subjects with the highest level of commitment to the counterattitudinal task. Those with a medium level of commitment offered significantly more help. Despite the fact that results in line with Festinger's cognitive dissonance theory (subjects' attitudinal change) were obtained in the no‐helping situation, in helping situations, dissonance subjects who offered help presented significantly less attitude change than those who did not offer it. This was considered to be a result of helpfulness reducing dissonance arousal.     

Thinking about commitment: Accessibility of commitment and prediction of relationship persistence,accommodation, and willingness to sacrifice

Research has demonstrated that more accessible cognitive constructs (e.g., attitudes, stereotypes) are more likely to influence thoughts and behaviors. The current research applies a social cognition framework to the prediction of romantic relationship persistence (i.e., “stay‐leave” behavior), accommodation, and willingness to sacrifice. Conceptualizing commitment as a partially cognitive construct and following from social cognition and attitudinal research, we hypothesized that the accessibility of commitment will moderate the association between commitment and relationship persistence, accommodative responses, and willingness to sacrifice. In Study 1, participants in romantic relationships responded to statements derived from the commitment subscale of the Investment Model Scale. Reaction times to these statements were used as a measure of accessibility of commitment. In addition, participants completed measures of their commitment level. Seven months later, participants were contacted and relationship persistence was assessed. Accessibility of commitment significantly moderated the association between commitment and relationship persistence. Study 2 expanded on the results of the first study by demonstrating that accessibility of commitment also significantly moderated the association between commitment and accommodation and willingness to sacrifice. Taken together, these two studies highlight the usefulness of applying social cognitive concepts to understand close relationships.     

Employee reactions to flattening organizational structures

This article examines the effectiveness of a newly introduced integrative structure and its impact on employee job perceptions in an aircraft maintenance organization. It is not common to find studies, that relate such changes to lower level employee reactions. The implementation of the change programme involved a system-wide approach incorporating both structural and cultural change. Using a retrospective methodology we assessed employee reactions to the changes introduced. We found that both intrinsic job satisfaction and job characteristics perceptions improved in the new integrative organization. The fact that positive findings have been identified when other studies found no relationship between such changes and attitudinal outcomes illustrates the efficacy of a system-wide approach to change. Extrinsic satisfaction and organizational commitment however did not improve. This can perhaps be explained by the fact that the latter areas are concerned with factors outside the direct completion of the job and may take much longer to change if indeed they can be shown to change over time at all.     

An evaluation of the cross‐national generalizability of organizational commitment

Using data from two large multinational samples, this research sought to contribute to our knowledge of international organizational behaviour by examining the cross‐national generalizability of organizational commitment. Sample 1 included employees of 10 subsidiaries of a large multinational organization, whereas Sample 2 relied on data collected in 25 nations in the context of a large opinion survey. Results in both samples supported the expectation that measures of commitment would be more susceptible to measurement non‐equivalence than measures of job satisfaction. Differences in relationships between commitment and satisfaction across countries were observed in both samples, as were differences in mean commitment levels. Nation‐level individualism/collectivism (I/C) failed to account for the observed differences, however, suggesting that commitment and I/C are largely independent, despite theoretical arguments to the contrary. Results of the study suggest that despite some cross‐national variation, differences in commitment across national boundaries are small and empirically unrelated to I/C.     

Patterns of attachment to organizations: Commitment profiles and work outcomes

Commitment profiles were studied with a sample of 572 hospital workers. Seven of the eight commitment profiles in Meyer and Herscovitch's (2001) typology emerged using K‐means clustering including: highly committed, affective dominant, continuance dominant, affective‐continuance dominant, affective‐normative dominant, continuance‐normative dominant, and uncommitted. Outcome variables included: turnover intentions, turnover, absenteeism, and person–organization value congruence. Results were consistent with prior findings in that normative commitment alone and in conjunction with continuance commitment enhanced the benefits of affective commitment. Turnover rates were much higher for poorly socialized employees suggesting that there is a self‐corrective effect in which uncommitted employees are more likely to leave their organizations.