Continuance commitment and turnover: Examining the moderating role of negative affectivity and risk aversion

This paper examines the moderating role of negative affectivity and risk aversion in the relationships of two bases of continuance organizational commitment (continuance–sacrifices and continuance–alternatives) to turnover, within a stress–coping perspective. More specifically, we propose that (a) the perspective of leaving is a source of stress for those who stay due to the fear of losing valued advantages (i.e. high continuance–sacrifices commitment) and (b) staying is perceived to be stressful by individuals who remain based on a lack of employment alternatives (i.e. high continuance–alternatives commitment). We argue that these perceptions are magnified by negative affectivity and risk aversion, resulting in individuals who present these traits to use avoidance–withdrawal strategies in coping with these situations. Accordingly, based on a sample of 509 human resource management professionals, we found (a) negative affectivity and risk aversion to strengthen the negative relationship of continuance–sacrifices commitment to turnover and (b) continuance–alternatives commitment to relate positively to turnover among individuals with high negative affectivity. We discuss the implications of these findings for our understanding of how commitment mindsets and personality traits affect turnover decisions.     

Perceived sacrifice and few alternatives commitments: The motivational underpinnings of continuance commitment's subdimensions

Using work on self-concepts and Conservation of Resources theory, the present research examined the motivational underpinnings of continuance commitment's subcomponents of perceived sacrifice and few alternatives. Study 1 (N = 208) found job scope to be positively related to perceived sacrifice commitment, and negatively related to few alternatives commitment. Study 2 (N = 147) found empowerment's meaning dimension to be positively related to perceived sacrifice commitment and self-determination to be negatively linked to few alternatives commitment. In Study 3 (N = 301), perceived sacrifice commitment was found to be positively related to feedback seeking, while few alternatives commitment was negatively related to it. Finally, Study 4 (N = 278) found perceived sacrifice commitment to be positively, and few alternatives commitment negatively, related to career success (promotion and pay raise decisions). Implications of these findings are discussed.     

Employee commitment in context: The nature and implication of commitment profiles

It is well established that employee commitment can take different forms (e.g., affective, normative, and continuance), yet it is only recently that theory has been advanced to explain how these different forms combine to influence behavior (Meyer & Herscovitch, 2001). We tested this theory with data from employees in three human services organizations (N = 403). Using latent profile analyses, we identified six distinct profile groups and found that they differed on measures of need satisfaction, regulation, affect, engagement, organizational citizenship behavior, and well-being. The observed differences are consistent with the notion that a commitment profile provides a context that determines how the individual components are experienced (Gellatly, Meyer, & Luchak, 2006). We discuss the theoretical and practical implications of this context effect.     

Affective,normative, and continuance commitment levels across cultures: A meta-analysis

With increasing globalization of business and diversity within the workplace, there has been growing interest in cultural differences in employee commitment. We used meta-analysis to compute mean levels of affective (AC; K = 966, N = 433,129), continuance (CC; K = 428, N = 199,831), and normative (NC; K = 336, N = 133,277) organizational commitment for as many as 54 countries and nine geographic regions, and used cultural values/practices from the Hofstede (2001), Schwartz (2006), and GLOBE (House, Hanges, Javidan, Dorfman, & Gupta, 2004) taxonomies to account for observed variance. We found that cultural values/practices explained the greatest amount of variance in NC, followed by AC; they did not explain variance in CC. When economic indicators were controlled, Schwartz's value orientations accounted for the most incremental variance, particularly in NC. We provide country-level normative data for the three components of commitment and discuss the implications of our findings for multi-national organizations as well as for companies employing individuals with varying cultural backgrounds.     

Engagement organisationnel,coping, et affects en contexte organisationnel : test d’un modèle intégrateur

This study examines a model relating components of organizational commitment to positive and negative affect through the partial mediation of problem solving coping. The results of a study conducted among a sample of 647 employees from various organizations show that affective commitment relates positively to positive affect and negatively to negative affect, with the relation to positive affect being partially mediated by problem solving coping. Normative commitment was positively related to negative affect. Finally, continuance commitment based on few alternatives was negatively related to positive affect and positively related to negative affect, with the relation to positive affect being partially mediated by a weaker problem solving coping. Continuance commitment based on perceived sacrifice had no effects.     

Psychological contract breach,affective commitment to organization and supervisor,and newcomer adjustment: A three-wave moderated mediation model

This study examines the relationship of psychological contract breach to newcomer adjustment outcomes using affective commitments to organizations and supervisors as mediators and also looks at the moderating role of affective commitment to supervisors. Drawing from data collected at three points in time among a sample of newcomers (N = 224), we found that Time 2 affective organizational commitment mediated a positive relationship between Time 1 psychological contract breach and Time 3 turnover intention and emotional exhaustion. Moreover, affective commitment to supervisors interacted with organizational commitment such that the latter was more negatively related to Time 3 outcomes at low levels of commitment to supervisors. Similarly, the indirect relationships of psychological contract breach to Time 3 outcomes were stronger and negative at low levels of commitment to supervisors. Affective commitment's role in the psychological contract breach-outcome relationships during the entry period is discussed.     

Personality traits and affective states: Relationships with and without affect induction

Substantial evidence shows that extraversion is related to positive affect (PA) and neuroticism is related to negative affect (NA), and there are several possible explanations for these relationships. The current paper replicates these findings and examines relationships between the other Big Five traits with general positive and negative states (N = 257). Agreeableness was negatively related to NA, while conscientiousness and openness were positively related to PA. Next, affect was induced and extraversion and conscientiousness predicted changes in affect following an affect-induction (N = 262). The current findings support some theoretical understandings of broad personality traits and their relationships to general affect, and also suggests some refinements.     

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.     

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.     

An evaluation of a three-component model of occupational commitment: dimensionality and consequences among United Kingdom human resource management specialists

This study evaluated the J. P. Meyer, N. J. Allen, and C. A. Smith (1993) model of occupational commitment using a sample of 678 United Kingdom human resource management specialists. Support was found for the 3-component model, and findings suggest that the consequences of the affective, normative, and continuance components differ. Affective and continuance commitment were negatively related to occupational withdrawal cognitions, whereas normative commitment was negatively related to withdrawal cognitions only when continuance commitment was low. Affective and, to a lesser extent. normative commitment were related to intention to participate in professional activities. Continuance commitment had no significant relationship with intention to participate in professional activities.     

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.     

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.     

Protean and boundaryless career attitudes and organizational commitment: The effects of perceived supervisor support

Despite the traditional sentiment that protean and boundaryless career attitudes indicate a decline in organizational commitment, little empirical evidence is available. The present study examined the relation of protean and boundaryless career attitudes to organizational commitment and whether the perceived supervisor support moderated these relationships. The results based on data from 380 employees demonstrate that organizational mobility preference is negatively related to all three dimensions of organizational commitment. Self-directed career management is positively related to affective and normative commitment and negatively related to continuance commitment, while values-driven career orientation is negatively related to normative commitment. Moreover, there is no significant evidence provided for a moderating effect of perceived supervisor support on the relationships between protean and boundaryless career attitudes and organizational commitment. Perceived supervisor support has only a main effect on affective and normative commitment.     

Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.     

The role of change in the relationship between commitment and turnover: a latent growth modeling approach

Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individual's intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the change trajectories such that the steeper the decline in an individual's affective and normative commitments across time, the greater the rate of increase in that individual's intention to quit, and, further, the greater the likelihood that the person actually left the organization over the next 9 months. Findings regarding continuance commitment and its components were mixed.     

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.     

Velocity explains the links between personality states and affect

The present research examined whether perceived rate of progress toward a goal (velocity) mediated the relationships between personality states and affective states. Drawing from control theories of self-regulation, we hypothesized (i) that increased velocity would mediate the association between state extraversion and state positive affect, and (ii) that decreased velocity would mediate the association between state neuroticism and state negative affect. We tested these hypotheses in 2 experience sampling methodology studies that each spanned 2 weeks. Multilevel modeling analyses showed support for each of the bivariate links in our model, and multilevel path analyses supported our mediation hypotheses. We discuss implications for understanding the relations between personality states and affective states, control theories of self-regulation, and goal striving.     

Perceived ethical leadership: Its moderating influence on employees’ organisational commitment and organisational citizenship behaviours

This study investigated the extent to which employees’ perception of ethical leadership moderated their organisational commitment and organisational citizenship behaviour. A non-probability purposive sample (N = 839; females = 32%) of employees in a railway organisation in the Democratic Republic of Congo (DRC) participated in the study. They completed the following measures: the Organisational Commitment Scale (OCS), the Organisational Citizenship Behaviour Questionnaire (OCBQ) and the Ethical Leadership Scale (ELS). Stepwise hierarchical regression analysis was utilised to determine the influence of employees’ perceptions of the relationships between their self-reported organisational commitment and organisational citizenship behaviour. The results indicated employee perceptions of the integrity, fairness and honesty aspects of ethical leadership to explain their affective, continuance and normative aspects of organisational commitment and organisational citizenship behaviour. The results also showed that employee perceptions of high ethical leadership influenced their willingness to engage in positive organisational commitment such as psychological attachment, work continuance, normative commitment and also their organisational citizen behaviours such as altruism, conscientiousness, courtesy and civic virtue. By implication, leaders with high ethical conduct have the potential to positively stimulate the commitment of employees towards supporting the organisational values and mission.     

The relationship between the three components of commitment and employee performance in China

This study examined the relationship between the three components of organizational commitment and performance, defined as in-role performance and organizational citizenship behavior (OCB), using a sample of 253 supervisor-subordinate dyads from the People’s Republic of China. Results showed that affective commitment (AC) related positively to in-role performance and OCB, while continuance commitment (CC) was not associated with in-role performance but negatively correlated with OCB. In addition, normative commitment (NC) moderated the relationship between AC and in-role performance as well as OCB. The linear relationship between AC and in-role performance/OCB was stronger for those with lower NC. Limitations of the study, directions for future research, and implications of the findings are discussed.     

Big Five traits,affect balance and health behaviors: A self-regulation resource perspective

Despite the relatively consistent finding that Conscientiousness, Agreeableness and low Neuroticism are associated with the practice of health-promoting behaviors, the reasons for these linkages are not well understood. This prospective study addressed this gap by taking a self-regulation resource perspective on why these traits relate to health-promoting behaviors by examining the role of higher positive relative to negative state affect. Students completed baseline (N = 330), and two week follow-up (N = 195) surveys. Bootstrapping analyses of the indirect effects of each of the three traits on Time 2 health behaviors were significant in the expected directions, with Kappa squares ranging from .11 to .13. In the full longitudinal analyses controlling for Time 1 health behaviors, the indirect effects of Conscientiousness and Agreeableness through affect balance on Time 2 health behaviors were positive and significant, whereas the indirect effects through Neuroticism were negative and significant after accounting for the Time 1 practice of health behaviors. These findings provide a process-oriented understanding of how Big Five traits are linked to health-promoting behaviors and extend previous research supporting a self-regulation resource perspective on personality and health behaviors.