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。     

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.     

企业员工的组织支持感

采用实证研究的方法探讨了企业员工组织支持感的结构维度及其与相关行为变量的关系。研究表明,我国员工组织支持感的因素结构不同于西方的单维结构,而是包括工作支持、员工价值认同和关心利益的三维度结构模型。组织支持感对感情承诺和利他行为具有积极的影响作用。程序公平影响组织支持感的形成     

IT企业员工多层次承诺对离职意向的影响

IT企业的高离职率成为信息技术行业面临的一大难题,本研究运用问卷调查了浙江IT企业员工的多层次承诺(组织承诺、团队承诺和职业承诺)及其离职意向。结果发现,IT企业员工组织承诺是影响离职意向的重要因素;同时IT企业员工的团队承诺和职业承诺是组织承诺影响离职意向的缓冲变量。其中,团队承诺越高,组织承诺对离职意向的影响就越大;而职业承诺越低,组织承诺对离职意向的影响就越大。最后对IT企业的员工的管理提出了建议。     

Understanding the link between work engagement and affective organisational commitment: The moderating effect of role stress

This study aimed to explore the moderating effect of role ambiguity and role conflict on the relationship between work engagement and affective organisational commitment. Using convenience sampling, a final sample of 179 IT-specialists of services companies in southern Spain was obtained. Moderation analyses were performed using the hierarchical regressions and bootstrapping method (Bias-Corrected confidence intervals). Results showed that work engagement was positively related to affective commitment while role ambiguity and role conflict were negatively related to it. However, only role conflict moderated the relationship between work engagement and affective commitment. That is, at high levels of role conflict, IT-specialists perceiving higher levels of work engagement reported lower levels of affective commitment. This study highlights the hindrance effect of role conflict on one of the most important consequences of work engagement: affective commitment with the organisation. An adequate definition of role and positions could help to reduce the levels of role conflict, increasing the emotional bond to the organisation.     

Assessing individual differences in the degree to which people are committed to following their beliefs

The authors developed a new dispositional measure of Commitment to Beliefs (CTB)—the degree to which people feel it is important to follow their value-expressive beliefs—across three phases of research. In Phases 1 and 2 (Studies 1-4), the CTB scale demonstrated strong internal consistency, and convergent and discriminant validity. Phase 3 demonstrated the scale’s predictive validity: high-CTB individuals were more likely to report engaging in activities during the past month and year that followed directly from their beliefs (Study 5), act on their beliefs when given the opportunity (Study 6), and show more polarized attitudes toward ideologically-relevant groups (Study 7). These findings illustrate the utility of a dispositional approach for examining the extent to which people follow their beliefs.     

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.     

Soutien social perçu du supérieur,plafonnement de carrière et engagement affectif dans le secteur public camerounais

This research analyzes relation between the various types of career plateauing (objective, structural, content) and work emotional commitment. It also examines the influence of perceived social support from hierarchy on the different types of career plateauing, most especially its moderating role on the relation between the different types of career plateauing and emotional commitment. The results, which were obtained through data collected from 615 workers highlight that perceived social support from hierarchy limits and almost moderates negative relations between the different types of content plateauing (objective, content) and emotional commitment. Its direct effect on content plateauing is negative whereas the relation is positive with structural plateauing.     

Leadership laissez-faire,menace identitaire et engagement organisationnel

Research on the impact of supervisors’ laissez-faire leadership, a frequent form of passive leadership, is still in its infancy. In the present study, we explore the possibility that laissez-faire leadership by supervisors engenders a feeling of threat among employees regarding their organizational identity. In other words, the lack of attention given to employees by supervisors would create the feeling among employees that their identity as members of the organization is devalued. This perceived identity threat would result in reduced affective, normative, and continuance commitment. We examined these hypotheses in a study using three measurement times, with a time interval of three months. Based on a final sample of 300 participants and latent variable structural equation modeling analyses, the results indicate that supervisors’ laissez-faire leadership engenders a perceived identity threat among employees, which then contributes to reduce affective, normative, and continuance commitment. Finally, laissez-faire leadership was also directly and negatively related to continuance commitment. We discuss how these findings contribute to enhance our understanding of the effects of laissez-faire practices by supervisors.