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Affective Commitment (affective + commitment)
Selected AbstractsPerceived purposes of performance appraisal: Correlates of individual- and position-focused purposes on attitudinal outcomesHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2007Satoris S. Youngcourt Performance appraisals have traditionally been directed at individuals, serving either an administrative or developmental purpose. They may serve a role definition purpose as well. This study sought to identify and more broadly define the purposes of performance appraisals to include this role definition purpose. Furthermore, this study examined purposes of performance appraisals as perceived by the role incumbent, as opposed to the stated organizational purposes. The relationships between these perceived purposes with several attitudinal outcomes, including satisfaction with the performance appraisal, job satisfaction, affective commitment, and role ambiguity, are reported. Data from 599 retail service employees were used to test the hypothesized relationships. Results suggested support for a model consisting of three performance appraisal purposes having differential relationships with the outcomes examined, suggesting the purpose of the performance appraisal may influence ratees' perceptions of and attitudes toward their jobs. [source] The effects of personality, affectivity, and work commitment on motivation to improve work through learningHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2002Sharon 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] Profit-sharing plans and affective commitment: Does the context matter?HUMAN RESOURCE MANAGEMENT, Issue 2 2009Alberto Bayo-Moriones Abstract This article analyzes the relationship between profit-sharing plans (PSP) and affective commitment and how it is affected by the context of the PSP application. Overall, there is a positive relationship between profit sharing and commitment that is strongest in very small firms. The efficacy of a PSP in improving employees' affective commitment appears to be greatest in firms with low job-related employee participation. Its application in workplaces where employees enjoy high levels of participation appears to have little impact and may even result in slight declines in affective commitment. © 2009 Wiley Periodicals, Inc. [source] Serving two organizations: Exploring the employment relationship of contracted employeesHUMAN RESOURCE MANAGEMENT, Issue 4 2006Jacqueline A-M Coyle-Shapiro Although growth has occurred in contract employment arrangements both in the public and private sectors, scant research has been conducted on the organizations and employees affected by these arrangements. This study examines the employment relationship of long-term contracted employees using a social exchange framework. Specifically, we examine the effects of employee perceptions of organizational support from contracting and client organizations on their (a) affective commitment to each organization and (b) service-oriented citizenship behavior. We also examine whether felt obligation toward each organization mediates this relationship. Our sample consists of 99 long-term contracted employees working for four contracting organizations that provide services to the public on behalf of a municipal government. Results indicate that the antecedents of affective commitment are similar for the client and contracting organization. Employee perceptions of client organizational supportiveness were positively related to felt obligation and commitment to the client organization. Client felt obligation mediated the effects of client perceived organizational support (POS) on the participation dimension of citizenship behavior. Our study provides additional support for the generalizability of social exchange processes to nontraditional employment relationships. Implications for managing long-term contracted employees are discussed. © 2006 Wiley Periodicals, Inc. [source] Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomesHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 2 2010Bård Kuvaas The purpose of this study was to explore alternative relationships between perceived investment in employee development (PIED), perceived supervisor support (PSS), and employee outcomes in the form of attitudes (affective commitment and turnover intention) and work performance (work effort, work quality and organisational citizenship behaviour). A cross-sectional survey among 331 employees from a Norwegian telecommunications organisation showed that the relationship between PSS and employee attitudes was partially mediated by PIED. In addition, PSS was found to moderate the relationship between PIED and three self-report measures of work performance. The form of the moderation revealed a positive relationship only for high levels of PSS. These findings suggest that line managers are of vital importance in implementing developmental HR practices, either because they influence how such practices are perceived by employees, which, in turn, affects employee attitudes, or because positive experiences with both line managers and HR practices seem to be needed in order for developmental HR practices to positively influence employee performance. [source] Relational quality and innovative performance in R&D based science and technology firmsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 1 2006Marc Thompson The knowledge-based view of the firm implies that the innovative performance of R&D based organisations is strongly influenced by the quality of their relational capital. However, the quality of the employment relationship has been underplayed in this perspective. A model is developed that tests the quality of three dimensions of the employment relationship , the psychological contract, affective commitment and knowledge-sharing behaviours , and their consequences for innovative performance amongst 429 R&D employees in six different science and technology based firms. Analysis found that affective commitment plays an important role in mediating psychological contract fulfilment on knowledge-sharing behaviour, which in turn is strongly related to innovative performance. More specifically, fulfilment of the job design dimension of the psychological contract has an independent positive association with innovative performance, whereas fulfilment of the performance pay dimension is negatively associated. [source] The effect of management commitment to service quality on frontline employees' affective and performance outcomes: an empirical investigation of the New Zealand public healthcare sectorINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2006Nicholas J. Ashill Very little attention has been given to understand the antecedents of service recovery performance in a public healthcare setting. In this study, a cross-sectional survey investigates a model of service recovery performance. Frontline hospital employees completed a self-administered questionnaire on how factors characterising management commitment to service quality (MCSQ) affect their service recovery efforts. The results suggest the influence of MCSQ is mediated by frontline employees' affective commitment to their hospital. The research advances understanding of frontline service recovery performance in a public healthcare setting and the findings indicate that public healthcare managers can take actions on a number of fronts to assist progress towards the achievement of frontline service recovery excellence. Copyright © 2006 John Wiley & Sons, Ltd. [source] Efficacy beliefs predict collaborative practice among intensive care unit nursesJOURNAL OF ADVANCED NURSING, Issue 3 2010Pascale M. Le Blanc le blanc p.m., schaufeli w.b., salanova m., llorens s. & nap r.e. (2010) Efficacy beliefs predict collaborative practice among intensive care unit nurses. Journal of Advanced Nursing66(3), 583,594. Abstract Aim., This paper is a report of an investigation of whether intensive care nurses' efficacy beliefs predict future collaborative practice, and to test the potential mediating role of team commitment in this relationship. Background., Recent empirical studies in the field of work and organizational psychology have demonstrated that (professional) efficacy beliefs are reciprocally related to workers' resources and well-being over time, resulting in a positive gain spiral. Moreover, there is ample evidence that workers' affective commitment to their organization or work-team is related to desirable work behaviours such as citizenship behaviour. Methods., A longitudinal design was applied to questionnaire data from the EURICUS-project. Structural Equation Modelling was used to analyse the data. The sample consisted of 372 nurses working in 29 different European intensive care units. Data were collected in 1997 and 1998. However, our research model deals with fundamental psychosocial processes that are not time-dependent. Moreover, recent empirical literature shows that there is still room for improvement in ICU collaborative practice. Results., The hypotheses that (i) the relationship between efficacy beliefs and collaborative practice is mediated by team commitment and (ii) efficacy beliefs, team commitment and collaborative practice are reciprocally related were supported, suggesting a potential positive gain spiral of efficacy beliefs. Conclusion., Healthcare organizations should create working environments that provide intensive care unit nurses with sufficient resources to perform their job well. Further research is needed to design and evaluate interventions for the enhancement of collaborative practice in intensive care units. [source] Effects of the Interaction Between Reaction Component of Personal Need for Structure and Role Perceptions on Employee Attitudes in Long-Term Care for Elderly People,JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 12 2008Tarja Heponiemi This study examined the interaction of reaction component of personal need for structure (reaction to lack of structure, RLS) and role perceptions in predicting job satisfaction, job involvement, affective commitment, and occupational identity among employees working in long-term care for elderly people. High-RLS employees experienced more role conflict, had less job satisfaction, and experienced lower levels of occupational identity than did low-RLS employees. We found individual differences in how problems in roles affected employees' job attitudes. High-RLS employees experienced lower levels of job satisfaction, job involvement, and affective commitment, irrespective of role-conflict levels. Low-RLS employees experienced detrimental job attitudes only if role-conflict levels were high. Our results suggest that high-RLS people benefit less from low levels of experienced role conflicts. [source] Temporary Liaisons: The Commitment of ,Temps' Towards Their Agencies*JOURNAL OF MANAGEMENT STUDIES, Issue 3 2005Gerla 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] Effects of Commitment and Psychological Centrality on FatheringJOURNAL OF MARRIAGE AND FAMILY, Issue 1 2002Kay Pasley Propositions from identity theory suggest that interactional and affective commitment to a role identity affects the psychological centrality of that role identity. In turn, the centrality of one's role identity translates into role performance (Stryker & Serpe, 1994). This conceptual model was tested with a sample of 186 fathers in first marriages with at least one child 18 years or younger. The results showed that fathers who perceived their wives as evaluating them positively as fathers were more likely to report higher levels of involvement in child-related activities and place greater importance on the father role identity. This prominence, in turn, was associated with higher levels of involvement. [source] Towards a multi-foci approach to workplace aggression: A meta-analytic review of outcomes from different perpetrators,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2010M. Sandy Hershcovis Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance, organizational deviance, and work performance), and four health-related outcomes (i.e., general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sources: Supervisors, co-workers, and outsiders. Results from 66 samples show that supervisor aggression has the strongest adverse effects across the attitudinal and behavioral outcomes. Co-worker aggression had stronger effects than outsider aggression on the attitudinal and behavioral outcomes, whereas there was no significant difference between supervisor, co-worker, and outsider aggression for the majority of the health-related outcomes. These results have implications for how workplace aggression is conceptualized and measured, and we propose new research questions that emphasize a multi-foci approach. Copyright © 2009 John Wiley & Sons, Ltd. [source] The mediating role of overall fairness and the moderating role of trust certainty in justice,criteria relationships: the formation and use of fairness heuristics in the workplaceJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2009David A. Jones Theory suggests that perceptions of overall fairness play an important role in the justice judgment process, yet overall fairness is insufficiently studied. We derived hypotheses from fairness heuristic theory, which proposes that perceptions of overall fairness are influenced by different types of justice, are more proximal predictors of responses than specific justice types, and are used to infer trust when trust certainty is low. Results from Study 1 (N,=,1340) showed that employees' perceptions of overall fairness in relation to a senior management team mediated the relationships between specific types of justice and employee outcomes (e.g., affective commitment). In Study 2 (N,=,881), these mediated effects were replicated and trust certainty moderated the effect of overall fairness on trust as hypothesized. Study 2 also showed that, relative to procedural and informational justice, distributive and interpersonal justice had stronger effects on overall fairness. To explore how the organizational context may have influenced these findings, we performed qualitative analyses in Study 3 (N,=,268). Results suggested that, consistent with the quantitative findings from Study 2, some types of justice were more salient than others. We discuss the implications of our findings for theory, research, and practice. Copyright © 2008 John Wiley & Sons, Ltd. [source] Bringing the outside in: Can "external" workers experience insider status?,JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2009Marie-Ève Lapalme The current study examines the possibility that agency workers can experience perceived insider status despite their assumed "outsider" category. One hundred ninety-one agency workers from Canadian financial firms completed surveys assessing agency worker perceptions regarding the level of support from both their supervisors and the client firms' permanent workers, as well as the agency workers' level of perceived insider status and affective commitment toward the client firm. Agency worker supervisors (within the client firm) assessed the agency workers' level of interpersonal facilitation. Results indicate that: (1) Agency workers can experience perceived insider status, regardless of their objective classification as outsiders; (2) perceived support from supervisors and the client firms' permanent workers contribute to agency worker perceptions of insider status; and (3) perceptions of insider status are associated with higher levels of both affective commitment and interpersonal facilitation, even in workers that are considered marginally tied to the organization. Copyright © 2009 John Wiley & Sons, Ltd. [source] Work-life benefits and positive organizational behavior: is there a connection?JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2008Lori Muse Focusing on the employee well-being component of positive organizational behavior (POB), this study explores the relationship between organization provided benefit programs and POB. Specifically, we ask the question: are employees' use and perceived value of a work-life benefit package associated with their positive attitudes and behaviors in the workplace? Grounded in social exchange theory and the norm of reciprocity, we develop and estimate a model identifying differential relationships of benefit use and perceived benefit value with employee attitudinal and performance outcomes. Employing the multigroup method, the hypothesized model was fit to the data of two dissimilar organizations. Results support our hypothesis that providing work-life benefits employees use and/or value is part of a positive exchange between the employee and employer. This exchange is positively related to employees' feelings of perceived organizational support and affective commitment to the organization and reciprocation in the form of higher levels of task and contextual performance behaviors. Results also revealed that employees' perceptions of benefit program value play a critical role regardless of actual program use in influencing attitudes and behavior. Our findings emphasize the importance of valuing employees and investing in their well-being inside as well as outside the workplace. Copyright © 2008 John Wiley & Sons, Ltd. [source] "I" is to continuance as "We" is to affective: the relevance of the self-concept for organizational commitmentJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006Russell 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] Organizational identification versus organizational commitment: self-definition, social exchange, and job attitudesJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2006Daan van Knippenberg The psychological relationship between individual and organization has been conceptualized both in terms of identification and in terms of (affective) commitment. In the present study, we explore the differences between these two conceptualizations. Building on the proposition that identification is different from commitment in that identification reflects the self-definitional aspect of organizational membership whereas commitment does not, we propose that commitment is more contingent on social exchange processes that presume that individual and organization are separate entities psychologically, and more closely aligned with (other) job attitudes. In support of these propositions, results of a cross-sectional survey of university faculty (n=133) showed that identification is uniquely aligned (i.e., controlling for affective commitment) with the self-referential aspect of organizational membership, whereas commitment is uniquely related (i.e., controlling for identification) to perceived organizational support, job satisfaction, and turnover intentions. We conclude that the core difference between identification and commitment lies in the implied relationship between individual and organization: Identification reflects psychological oneness, commitment reflects a relationship between separate psychological entities. Copyright © 2006 John Wiley & Sons, Ltd. [source] Assessing the nature of psychological contracts: a validation of six dimensionsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2004Luc Sels The purpose of this study is to develop a feature-oriented assessment of psychological contracts, an underdeveloped approach to psychological contracts. Relying on theoretical frameworks in psychological contract research, industrial relations studies, and a cross-national study on psychological contracts, we identify six dimensions that capture the nature of psychological contracts: tangibility, scope, stability, time frame, exchange symmetry, and contract level. We validate this expanded conceptualization of psychological contracts by developing a nomological network and testing it in a large, representative sample of 1106 employees. The results indicate the significance of formal contract characteristics and HR practices as two antecedents shaping the nature of psychological contracts. In addition, the hypothesized relationships between the three dimensions of time frame, exchange symmetry, and contract level with affective commitment are confirmed as well as the relationships between tangibility, scope and flexibility with personal control. The results further indicate the importance of assessing both employer and employee obligations given the differential effect of the contract makers. Copyright © 2004 John Wiley & Sons, Ltd. [source] Unfairness at work as a predictor of absenteeismJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 2 2002Elpine M. de Boer This study among 514 security guards examines the relationship between perceptions of unfairness at work and absenteeism during a one-year follow-up. On the basis of previous theoretical work and fragmented empirical evidence, it was hypothesized that distributive unfairness causes absence behavior in a direct or indirect way (through health complaints). Procedural unfairness was hypothesized to cause absence behavior through affective commitment or through health complaints. Results of a series of structural equation modelling analyses offer support for the mediating role of health complaints in the relationship between (distributive and procedural) unfairness at work and absenteeism. Moreover, our findings demonstrate that perceived unfairness contributes to explaining T2-absenteeism over and above the impact of T1-absenteeism and traditional work-related stressors (i.e., work load and low job control). The theoretical and practical implications of these findings are discussed. Copyright © 2002 John Wiley & Sons, Ltd. [source] The interactive effects of procedural justice and exchange ideology on supervisor-rated commitmentJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 5 2001L. A. Witt Matched data collected from 143 employees and their immediate supervisors of a private sector organization indicated that employee perceptions of procedural justice were only related to supervisor-rated affective commitment among employees with a strong exchange ideology. That is, individuals motivated by a fair exchange exhibited fewer affective commitment behaviors when they viewed the environment as unfair than when they perceived it to be fair. Individuals comparatively indifferent to a fair exchange did not alter their affective commitment behaviors regardless of the level of perceived environmental fairness. These results illustrate the importance of considering individual differences in exchange ideology when attempting to alter the work environment for the purpose of increasing commitment. Implications for research and management practice are presented. Copyright © 2001 John Wiley & Sons, Ltd. [source] Consequences of Positive and Negative Feedback: The Impact on Emotions and Extra-Role BehaviorsAPPLIED PSYCHOLOGY, Issue 2 2009Frank D. Belschak These studies examine employees' emotional reactions to performance feedback from their supervisors as well as subsequent effects on attitudes and (intentions to show) affect-driven work behaviors (counterproductive behavior, turnover, citizenship, and affective commitment). A pre-study (N= 72) illustrates that employees regularly receive performance feedback from supervisors and that this feedback elicits different positive and negative emotions. Next, a scenario experiment (Study 1) comparing the effects of positive/negative feedback given in public/private was conducted, with a student sample (N= 240) and a sample of working adults (N= 107). In both samples, feedback has an impact on emotions and subsequently on work attitudes and behavioral intentions. The results from the scenario experiment were validated in a survey study (Study 2) among employees of a for-profit research firm (N= 86) who reported on recalled emotions and work behaviors after receiving performance feedback during appraisals. Again, different types of feedback relate to different emotions. In turn, these emotions were related to subsequent work behaviors and attitudes. Together, these studies show that feedback affects recipients' emotions and that such emotional reactions mediate the relationship between feedback and counterproductive behavior, turnover intentions, citizenship, and affective commitment. Ces travaux abordent les réactions émotives des salariés suite au feedback sur leurs performances en provenance de leur supérieur, ainsi que l'impact sur les attitudes et, au niveau des intentions, sur les conduites professionnelles soumises aux affects (comportements contre-productifs, démissions, citoyenneté et implication affective). Une préenquête (N= 72) a montré que les salariés reçoivent régulièrement des informations sur leurs résultats de la part de leur supérieur et que cette situation provoque des émotions à la fois positives et négatives. Ensuite, une expérience (Etude n° 1) comparant les conséquences d'un feedback positif ou négatif exprimé en public ou en privé a été menée à bien sur un échantillon d'étudiants (N= 240) et sur un échantillon de travailleurs (N= 107). Dans les deux cas, la rétroaction avait des retombées sur les émotions et par suite sur les attitudes professionnelles et les intentions comportementales. Les conclusions de cette expérience ont été confirmées lors d'une enquête (Etude n, 2) réalisées auprès de salariés d'une société commerciale qui décrirent leurs émotions et leurs comportements professionnels à l'issue d'une rétroaction sur leur performance lors d'une évaluation. Comme prévu, les différentes sortes de feedback sont en relation avec des émotions différentes; puis ces émotions provoquent des attitudes et des conduites professionnelles spécifiques. Au total, ces travaux montrent que le feedback affecte les émotions des individus concernés et que ces réactions émotives s'insèrent dans la relation entre la rétroaction et les comportements contre-productifs, les projets de démission, la citoyenneté et l'implication affective. [source] | ||||||||||||||||