Organizational commitment has been conceptualized and measured in various ways. The two studies reported here were conducted to test aspects of a three-component model of commitment which integrates these various conceptualizations. The affective component of organizational commitment, proposed by the model, refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component refers to commitment based on the costs that employees associate with leaving the organization. Finally, the normative component refers to employees' feelings of obligation to remain with the organization. In Study 1, scales were developed to measure these components. Relationships among the components of commitment and with variables considered their antecedents were examined in Study 2. Results of a canonical correlation analysis suggested that, as predicted by the model, the affective and continuance components of organizational commitment are empirically distinguishable constructs with different correlates. The affective and normative components, although distinguishable, appear to be somewhat related. The importance of differentiating the components of commitment, both in research and practice, is discussed.

The measurement and antecedents of affective, continuance and normative commitment to the organization

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

A three-component conceptualization of organizational commitment

In this article, we summarize previous empirical studies that examined antecedents, correlates, and/or consequences of organizational commitment using meta-analysis. In total, 48 meta-analyses were conducted, including 26 variables classified as antecedents, 8 as consequences, and 14 as correlates.

A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment

Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.

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Self‐determination theory and work motivation

We apply Agent-Based Modeling and Simulation (ABMS) to investigate a set of problems in a retail context. Specifically, we are working to understand the relationship between human resource management practices and retail productivity. Despite the fact we are working within a relatively novel and complex domain, it is clear that intelligent agents do offer potential for developing organizational capabilities in the future. Our multi-disciplinary research team has worked with a UK department store to collect data and capture perceptions about operations from actors within departments. Based on this case study work, we have built a simulator that we present in this paper. We then use the simulator to gather empirical evidence regarding two specific management practices: empowerment and employee development.

A Multi-Agent Simulation of Retail Management Practices

Copyright and reuse: The Warwick Research Archive Portal (WRAP) makes this work by researchers of the University of Warwick available open access under the following conditions. Copyright © and all moral rights to the version of the paper presented here belong to the individual author(s) and/or other copyright owners. To the extent reasonable and practicable the material made available in WRAP has been checked for eligibility before being made available.

Understanding retail capabilities

https://link.springer.com/content/pdf/10.1057%2Fjit.1994.8.pdf

Theme Issue – Organizational Perspectives on Collaborative Working

From the Publisher:
"Just-in-time", "total quality management", "lean manufacturing", "call centres", "team work", "empowerment" - most people in business have heard these buzz words, often offered as a panacea to all profit ills. So why don't they always work? Can you combine them anyhow? If not, why not? 
The New Workplace Handbook is a comprehensive guide to the evidence available on how modern working practices and technology affect the people in organizations. Within a broad psychological framework, leading experts examine how people work, their experience of work, the impact on productivity and performance and the human resource implications. Guidance is offered on a range of different methods, tools and practices that can be used to guide the design and implementation of modern working practices to ensure that pitfalls are avoided and the best possible results are obtained from new initiatives. 
Indispensable for consultants, this Handbook will also be useful for students and scholars in the psychology of business, human resource professionals and anyone involved in the management of new working practices.

Chris W. Clegg

Papers

A Multi-Agent Simulation of Retail Management Practices

Understanding retail capabilities

Theme Issue – Organizational Perspectives on Collaborative Working

The New WorkPlace Handbook: A Guide to the Human Impact of Modern Working Practices

Quantifying the Benefits of Trust in Supply Chain Partnerships