A three-component conceptualization of organizational commitment

A new construct, entitled “job embeddedness,” is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a measure of job embeddedness with two samples. The results show that job embeddedness predicts the key outcomes of both intent to leave and 'voluntary turnover' and explains significant incremental variance over and above job satisfaction, organizational commitment, job alternatives, and job search.

/pdf/why-people-stay-using-job-embeddedness-to-predict-voluntary-4fqut29twq.pdf

Why people stay: using job embeddedness to predict voluntary turnover

Organizational and psychological climate research has been plagued by cross-level inference problems This paper advocates treating the organization as the unit of theory for organizational climate while preserving the individual as the unit of theory for psychological climate It examines multilevel conceptual problems in climate research and discusses strategies/or improving the validity and assessing the reliability of measurement Additional multilevel research on climate and other areas of organizational science, particularly organizational culture, is encouraged

https://www.jstor.org/stable/pdfplus/258140.pdf

Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel Research

We decompose the inter-firm variance in profit rates into economic and organizational components. Using a representative model from each paradigm we find that both sets of factors are significant determinants of firm performance. Further findings are that the two effects are roughly independent and that organizational factors explain about twice as much variance in profit rates as economic factors.

/pdf/determinants-of-firm-performance-the-relative-importance-of-4ungjlz2a2.pdf

Determinants of firm performance: the relative importance of economic and organizational factors

The model of employee turnover described in this paper applies constructs and concepts from decision making, statistics, and social psychology to facilitate understanding and to redirect theory development and empirical research. The process of employee turnover is modeled by four distinctive decision paths; each decision path involves distinctive foci, psychological processes, and external events. Further, five specific contributions of the model are suggested, and recommendations for empirical testing and future research are offered.

An Alternative Approach: The Unfolding Model of Voluntary Employee Turnover

Examination of avoidable and unavoidable turnover.

A cusp catastrophe model is developed to explain job turnover of nursing employees. The temporal dynamics of the catastrophe model suggest that leavers experience lower organization commitment than...

Cusp catastrophe model of employee turnover.

Climate is presented as a perceptual attribute on an organizational, group, and individual level. The climate construct is defined and key issues concerning climate, which have been identified by past research, are addressed. These issues are level of analysis, measurement, validity, redundancy and usefulness. A model which represents the traditional conceptualization of climate is given. This model is later revised by integrating aspects from the discussion of the key issues. The paper concludes with recommendations for future climate research.

Climate: A Reconceptualization and Proposed Model

Multidisciplinary teams are necessary for educational decision making concerning handicapped children. Research on group decision making and team effectiveness in various organizational settings su...

Michael A. Abelson

Papers

Examination of avoidable and unavoidable turnover.

Cusp catastrophe model of employee turnover.

Climate: A Reconceptualization and Proposed Model

Climate: A Reconceptualization and Proposed Model

Review of Research on Team Effectiveness: Implications for Teams in Schools