Relations between occupational commitment (OC) and several person- and work-related variables were examined meta-analytically (76 samples; across analyses, Ns ranged 746-15,774). Major findings are as follows. First, OC was positively related to job-focused constructs such as job involvement and satisfaction, suggesting that attitudes toward the job itself may be a central concern in committing to one's occupation. Second, consistent with previous work, OC and organizational commitment were positively related. This relation was found to be moderated by the compatibility of the profession and the employing organization. Third, OC was positively related to job performance and had an indirect effect on organizational turnover intention through occupational turnover intention. This latter effect suggests that understanding of organizational turnover can be enhanced by incorporating occupation-related variables into turnover models.

A meta-analytic review of occupational commitment : Relations with person- and work-related variables

Issues in the study of “professionals” in organizations: The case of scientists and engineers

This study analyzes the professional commitment of Canadian Chartered Accountants who are partners, managers (supervisors) and other staff CAs in public practice. This commitment is examined in relation to organizational commitment, professional-organizational conflict, satisfaction with income and organizational level. The commitment to organization is shown to be the most powerful predictor of CAs' professional commitment in all organizational levels. At the same time, professional-organizational conflict has a negative impact on professional commitment, and satisfaction with income has a positive influence on such a commitment.

An examination of professional commitment in public accounting

We would like to thank Jean Blocker for help during the data-gathering portion of this research and Charles Gallmeier, Peter Manning, John Van Maanen, and the editors and anonymous ASO reviewers for their comments on earlier drafts of this paper. Address correspondence to Dr. Peter Adler, Department of Sociology, University of Denver, Denver, CO 80208. In this paper we examine a type of organizational loyalty, intense loyalty, that is more profound than the type of organizational loyalty traditionally portrayed as a rather mild attachment of individuals to a group, based on their satisfaction with their economic rewards, authority relations, or occupational self-fulfillment. Using data gathered over a five-year participant-observation study, we use the case of college athletics to illustrate this previously undiscussed form of organizational loyalty. We suggest that there are five elements essential to the development of intense loyalty in organizations: domination, identification, commitment, integration, and alignment. Through their experiences with each of these organizational dimensions, athletes develop feelings that lead to the development of intense loyalty. We conclude by contrasting the structural characteristics of organizations that generate intense loyalty with those of more ordinary work organizations.'

Intense Loyalty in Organizations: A Case Study of College Athletics.

L'A. etudie, a partir d'une enquete conduite en 1991 aupres d'avocats travaillant dans des grands cabinets juridiques canadiens, comment les employes sont lies a l'organisation pour laquelle ils travaillent. Il montre que les organisations a caractere corporatiste s'efforcent d'impliquer leur personnel de facon maximale. En ce sens elles s'assurent la cooperation de leur personnel en leur offrant des possibilites de promotion, de participer aux decisions de l'entreprise et en cherchant a maintenir la legitimite des decideurs. Ce type d'incitations serait d'une grande valeur aupres des employes et d'une grande efficacite en ce qui concerne la cooperation, l'integration sociale de ceux-ci

P. K. Berger

Papers

Cosmopolitan-Local: A Factor Analysis of the Construct.