主管承诺理论研究述评

主管承诺（supervisory commitment or commitment to supervisor）是20世纪80年代以来在组织承诺（organizational commitment or commitment to organization）基础上发展起来的员工承诺理论的一个分支。对它的测量，学者们主要是借鉴Allen和Meyer与O’Reilly和Chatman对组织承诺的测量方法，目前属香港学者陈振雄的测量最为细致和全面。对影响主管承诺的前因，学者们目前探索到文化、感受主管支持（PSS）和领导—成员交换（LMX）三个因素。对主管承诺的结果，学者们普遍认为，主管承诺比组织承诺更能影响员工的工作绩效和组织公民行为（OCB），但在对工作满意感和跳槽意图的影响上还存在不同的意见。另外，在目前大多数学者的研究中，主管承诺与组织承诺是并列关系，但Hunt和Morgan更主张二者是因果关系，而且是主管承诺带来组织承诺。在全面述评的基础上，作者对未来的研究提出了四点展望。

A Review of Supervisory Commitment Theory

Supervisory commitment, a branch of employee commitment theory, arose in 1980’s and developed based on organizational commitment. The scholars measured it using Allen & Meyer’s and O’Reilly & Chatman’s organizational commitment scales, while replacing the word “organization” with “supervisor”. Chen Zhen-xiong, from Hong Kong, has measured supervisory commitment most systematically. Culture, PSS (Perceived supervisory support) and LMX (Leader-member exchange) are the three antecedents of supervisory commitment scholars have found. And they all evidenced that supervisory commitment had more effects on job performance and organizational citizenship behavior than organizational commitment, but not all of them had the same views on job satisfaction and turnover intention. Hunt & Morgan evidenced that supervisory commitment lead to organizational commitment, but few scholars have followed this opinion. The authors point out four prospects for the future research.