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Continuance Commitment (continuance + commitment)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	60%
Psychology	40%

Selected Abstracts

The effects of personality, affectivity, and work commitment on motivation to improve work through learning

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2002
Sharon S. Naquin
This study examined the degree to which the dimensions from the Five-Factor Model of personality, affectivity, and work commitment (including work ethic, job involvement, affective commitment, and continuance commitment) influenced motivation to improve work through learning. Data were obtained from a nonrandom sample of 239 private-sector employees who were participants of in-house training programs. The hypothesized causal relationships were tested using structural equation modeling. Findings indicated that these dispositional effects were significant antecedents of motivation to improve work through learning. Specifically, 57 percent of the variance in motivation to improve work through learning was explained by positive affectivity, work commitment, and extraversion. [source]

Social and Economic Exchange: Construct Development and Validation

JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 4 2006
Lynn M. Shore
This study examined the economic and social exchanges between employee and employer within a model in which perceived organizational support and affective and continuance commitment served as predictors and performance, altruism citizenship behavior, absence, and lateness served as outcomes. Two samples were used. 384 master of business administration students participated in Study 1, and Study 2 consisted of 181 aerospace employees and their managers, working for a single organization. Both studies supported the distinctiveness between economic and social exchanges. Study 2 showed the overall fit of the proposed model was adequate, though only social exchange, and not economic exchange, directly predicted the performance outcomes. These results suggest the importance of perceived exchanges between employee and employer. [source]

Temporary Liaisons: The Commitment of ,Temps' Towards Their Agencies*

JOURNAL OF MANAGEMENT STUDIES, Issue 3 2005
Gerla Van Breugel
abstract The majority of research on organizational commitment has focused on commitment in traditional, ongoing and open-ended relationships. The commitment of employees in non-standard work arrangements such as temporary employment has been subject to much less theoretical and empirical investigation. In this study, we examine the affective and continuance commitment of temporary workers towards their agency and its determinants. We distinguish two groups of determinants: the process by which the temporary worker chose a particular agency and the support provided by the agency. The findings can be summarized as follows: (1) affective commitment among temps is generally higher than their continuance commitment; (2) having more alternative agencies to choose from (i.e., volition) does not enhance the commitment of temporary workers; (3) a public choice for a particular agency raises both types of commitment, whereas the perceived agency dependence created by the choice increases continuance, but not affective commitment; and (4) both types of commitment are positively influenced by agency supportiveness, reflected in the way the agency deals with problems, the career support it provides, and the way it keeps in close contact with its temporary workers. Finally, the results suggest that factors raising affective commitment may ,spill over' to increase continuance commitment. [source]

"I" is to continuance as "We" is to affective: the relevance of the self-concept for organizational commitment

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006
Russell E. Johnson
The goal of the present study was to examine the intersection of employees' self-concept, a pivotal self-regulatory mechanism, with their organizational commitment. We supported our hypothesis that unique associations exist between affective commitment and collective self-concept, due to their shared group-oriented focus and internalization of collective goals and norms. Furthermore, we observed unique associations between continuance commitment and individual self-concept, likely owing to a shared emphasis on preserving personal investments and avoiding adverse outcomes. We also show that self-concept moderates relationships between commitment and organizational citizenship behaviors (OCBs), such that affective (continuance) commitment,OCB relationships were stronger for employees with high collective (individual) self-concept levels. Copyright © 2006 John Wiley & Sons, Ltd. [source]

The Influence of Cultural Values on Antecedents of Organisational Commitment: An Individual-Level Analysis

APPLIED PSYCHOLOGY, Issue 4 2003
S. Arzu Wasti
On s'est demandé dans cette recherche si les valeurs culturelles que sont l'individualisme et le collectivisme évaluées au niveau individuel avaient un impact sur le poids des différents facteurs de l'implication organisationnelle. Il est apparu que la satisfaction due au travail et à l'avancement était le déterminant primaire de l'implication affective et normative des salariés qui adhèrent à l'individualisme. Pour ceux qui s'orientent ver des valeurs collectivistes, être satisfait du supérieur était le facteur essentiel de l'implication, devant la satisfaction relative au travail et à la promotion. Des résultats analogues ont été obtenus pour l'implication à long terme. Bien que certains des antécédents de l'implication organisationnelle soient commun aux deux groupes, l'orientation vers la tâche ou vers les relations varie avec les individus relevant d'orientations culturelles différentes. This study investigated whether cultural values of individualism and collectivism measured at the individual level influence the salience of different antecedents of organisational commitment. The findings indicated that satisfaction with work and promotion are the primary determinants of affective and normative commitment for employees who endorse individualist values. For employees with collectivist values, satisfaction with supervisor was found to be an important commitment antecedent over and above satisfaction with work and promotion. Similar results were obtained for continuance commitment. The results indicate that although some antecedents of organisational commitment are common across the two groups, the emphasis placed on task versus relationships differs across individuals with varying cultural orientations. [source]