Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences

Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

The results of the current study supported the general hypothesis that individuals who were different from others in a social unit on demographic attributes reported lower organizational attachment...

Being different: relational demography and organizational attachment.

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance : A Chinese case

Contradictory research findings make it almost impossible to arrive at generalized conclusions about the side-bet theory despite the amount of attention this theory has received. In an attempt to resolve the argument about the ability of the theory to explain the formation of organizational commitment, this study examines previous findings of relevant correlational data from 50 published studies, using the Hunter, Schmidt, and Jackson (1982) metaanalysis procedure. Results show that 11 side-bet variables have estimates of low population correlations with organizational commitment. For most of the side-bet variables, no meaningful or generalizable relationships with organizational commitment were found. The results indicate that there is very little empirical support for the side-bet theory. Three possible conclusions are proposed. Discussion of the implications of each conclusion and how they relate to future investigation of the side-bet theory concludes the paper.

A Re-examination of the Side-Bet Theory as Applied to Organizational Commitment: A Meta-Analysis

All chapters conclude with Summary. 1.What Is Industrial-Organizational Psychology? Industrial-Organizational Psychology. Scope of Industrial-Organizational Psychology. Historical Overview of Industrial-Organizational Psychology. Professional Organizations. 2.Experimental Design. Psychology as a Science. Research Design. Appendix A: Statistics. 3.Human Resources Management: A Strategic View. Strategic Planning. Personnel Planning. Succession Planning. 4.Job Analysis. Definition. Uses of Job Analysis. Comparing Methods of Job Analysis. Specific Examples of Job Analysis Instruments. 5.Criteria. Defining the Criterion Construct. Criterion Development. Types of Criteria. Requirements For Criteria. Results of Established Criteria. 6.Performance Appraisal. Performance Appraisal System Design. Measurement of Job Performance. Methods of Appraisal. Who Should Evaluate Performance? Frequency of Performance Appraisals. Inter-Rater Bias. Cognition and Performance Appraisal. The Four-Component Model of Performance Appraisal. The Importance of Appraiser Training. Communicating with Employees. Performance Appraisal and the Law. Monitoring the Performance Appraisal System. Applying the Research. 7.Predictors. Basic Terms and Concepts. Psychometric Requirements. Types of Predictors. Predictors: What They Measure = Content. Predictors: How They Measure Attributes = Process. 8.Personnel Decisions. Developing a Selection System. Recruitment, Selection, and Placement: Concepts and Definitions. The Widget Example. Making Selection Decisions. Strategies in Selection Decision Making. Utility Analysis. Validity Generalization. Legal Considerations. 9.Training and Development. Principles of Learning and Training. Guidelines to Promote Learning. Systems Approach to Training. Training and Development Techniques. Evaluation of Training Programs. 10.Motivation: Theories and Applications. Job Satisfaction. Motivation. Principles and Definitions. Interrelationship Between Motivation and Job Satisfaction. Some Theories of Motivation. 11.Job Satisfaction: Theories and Applications. Job Satisfaction Theories. Correlates of Job Satisfaction. Measurement of Job Satisfaction. Job and Life Satisfaction. Job Stress, Work, and Health. 12.Total Compensation. A Short History: The Legal Perspective. The Psychological Perspective. Wage and Salary Administration. Direct Pay. Indirect Payments and Benefits. Non-Financial Rewards. Creating a Total Compensation Program. 13.Communication in Organizations and Social Interactions. Functions of Communication. Direction of Communication. Types of Communication. Models of Organizational Structure and Communication. Personal Factors Affecting Communication. Personal Style and Communication Roles. How to Measure Organizational Communication. 14.Leadership. Leadership Research. Theories of Leadership. Organizational Culture. 15.Organizational Development, Group Influences, and Teams. Organizational Development. Group Influences on Individuals. Teams and Team Building. Team Processes. Team Training. Special Team Situations. 16.International Perspectives. Criteria for Cross-Cultural Research. Cultural Influences. Dimensions of Cultural Variation. Selection and Training. Practical Applications of Cross-Cultural Research. European Industrial-Organizational Psychology. Asian Industrial-Organizational Psychology. Cultural Adaptation.

Current perspectives in industrial/organizational psychology

This study investigated main and interaction effects of memo quality, attributed author sex and organizational position, and rater sex on evaluation of business memos. Alternative questionnaire versions of four memos to be rated anonymously were mailed to about 500 members of a professional personnel association; 48% were returned. A 2×2×2×2 analysis of variance yielded a large main effect for memo quality; an interaction effect of attributed author sex and position and rater sex for two memos; and other interaction effects for single memos. The results are discussed.

Evaluation of business memos: effects of writer sex and organizational position, memo quality, and rater sex

The present research investigates the relationships between demographic characteristics and employees' perceptions of appropriate pay-differentials (APD's). In order to investigate this relationship, we examined organizations in two different countries with different social philosophies. The dependent variable (APD's) is defined as what is felt and/or perceived by the individual to be the appropriate pay-differentials among positions with different responsibilities and at different organizational levels. Two different subject groups were used: 137 salaried employees from an automotive engineering company in the U.S.A., and 107 salaried employees from an engineering company in Sweden. Questionnaires constructed in English and Swedish included: (1) questions about individual demographics; (2) job factors; and (3) perception of appropriate pay-differentials using eight organizational charts. Results indicated that the influence of social philosophy, as expressed by organizational socialization processes, was limited in scope. Individual differences associated with employees' perceptions of appropriate pay-differentials should be taken into account when determining pay and compensation policies. These considerations may encourage employee participation in decision making and lead to better organizational outcomes.

Geula Lowenberg

Papers

A Re-examination of the Side-Bet Theory as Applied to Organizational Commitment: A Meta-Analysis

Current perspectives in industrial/organizational psychology

Evaluation of business memos: effects of writer sex and organizational position, memo quality, and rater sex

Individual differences in perception of appropriate pay differentials in the U.S.A. and Sweden

Hepatitis B vaccine programs give ICPs a shot in the arm. Results of a national survey.