A three-component conceptualization of organizational commitment
01 Mar 1991-Human Resource Management Review (HUMAN RESOURCE MANAGEMENT REVIEW)-Vol. 1, Iss: 1, pp 61-89
TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
About: This article is published in Human Resource Management Review.The article was published on 1991-03-01. It has received 9212 citations till now. The article focuses on the topics: Organizational commitment & Affective events theory.
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TL;DR: This paper conducted meta-analyses to assess relations among affective, continuance, and normative commitment to the organization and relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model.
6,149Â citations
Cites background or methods from "A three-component conceptualization..."
...In addition, we searched the Social Sciences Citation Index up to and including the year 2000 for studies that cited articles of direct relevance to the commitment measures (i.e., Allen & Meyer, 1990; Meyer & Allen, 1984, 1991, 1997; Meyer et al., 1993)....
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... Meyer and Allen (1991, 1997) argued, however, that although they are correlated, job satisfaction, job involvement, and occupational commitment all are distinguishable from affective commitment to the organization....
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...Figure 1 presents a summary of the hypothesized links between the three components of commitment and variables considered to be their antecedents, correlates, and consequences (for more detail, see Meyer & Allen, 1991, 1997 )....
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TL;DR: In this article, the authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment.
Abstract: he authors tested the generalizability of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment to the domain of occupational commitment. Measures of affective, continuance, and normative commitment to occupation were developed and used to test hypotheses concerning their differential relations with antecedent and consequence variables. Confirmatory factor analyses conducted on data collected from samples of student and registered nurses revealed that the 3 component measures of occupational commitment were distinguishable from one another and from measures of the 3 components of organizational commitment
5,751Â citations
TL;DR: In this article, a meta-analysis of cross-study differences in the contributions of work attitudes to the turnover process led to the estimation of six relations among job satisfaction, organizational commitment, turnover intention/withdrawal cognitions, and turnover turnover using metaanalysis.
Abstract: Cross-study differences in the contributions of work attitudes to the turnover process led us to (a) estimate the six relations among job satisfaction, organizational commitment, turnover intention/withdrawal cognitions, and turnover using meta-analysis; (b) assess the effects of several psychometric moderators on those relations; and (c) compare the influences of satisfaction and commitment in the turnover process by applying path analysis to the meta-analytic correlations. Based on aggregations involving a total of 178 independent samples from 155 studies, results showed that (a) satisfaction and commitment each contribute independently to the prediction of intention/cognitions; (b) intention/cognitions are predicted more strongly by satisfaction than by commitment; (c) intention/cognitions mediate nearly all of the attitu-dinal linkage with turnover; and (d) attitudinal contributions to the turnover process vary with the use of single- versus multi-item scales, the 9- versus 15-item version of the Organizational Commitment Questionnaire, and turnover intention versus withdrawal cognition scales.
3,591Â citations
TL;DR: In this article, the authors argue that commitment should have a core essence regardless of the context in which it is studied, and that it should therefore be possible to develop a general model of workplace commitment.
3,160Â citations
TL;DR: In the beginning, why don't you attempt to get something basic in the beginning? That's something that will guide you to understand even more in the region of the globe, experience, some places, afterward history, amusement, and a lot more?
2,536Â citations
References
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Book•
01 Jan 2013
Abstract: 1. The integrated wholeness of the organism must be one of the foundation stones of motivation theory. 2. The hunger drive (or any other physiological drive) was rejected as a centering point or model for a definitive theory of motivation. Any drive that is somatically based and localizable was shown to be atypical rather than typical in human motivation. 3. Such a theory should stress and center itself upon ultimate or basic goals rather than partial or superficial ones, upon ends rather than means to these ends. Such a stress would imply a more central place for unconscious than for conscious motivations. 4. There are usually available various cultural paths to the same goal. Therefore conscious, specific, local-cultural desires are not as fundamental in motivation theory as the more basic, unconscious goals. 5. Any motivated behavior, either preparatory or consummatory, must be understood to be a channel through which many basic needs may be simultaneously expressed or satisfied. Typically an act has more than one motivation. 6. Practically all organismic states are to be understood as motivated and as motivating. 7. Human needs arrange themselves in hierarchies of prepotency. That is to say, the appearance of one need usually rests on the prior satisfaction of another, more pre-potent need. Man is a perpetually wanting animal. Also no need or drive can be treated as if it were isolated or discrete; every drive is related to the state of satisfaction or dissatisfaction of other drives. 8. Lists of drives will get us nowhere for various theoretical and practical reasons. Furthermore any classification of motivations
18,001Â citations
Book•
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15 Jan 1964
TL;DR: In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.
Abstract: Why do people choose the careers they do? What factors cause people to be satisfied with their work? No single work did more to make concepts like motive, goal incentive, and attitude part of the workplace vocabulary. This landmark work, originally published in 1964, integrates the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance. Includes an extensive new introduction that highlights and updates his model for current organization behavior educators and students, as well as professionals who must extract the highest levels of productivity from today's downsized workforces.
11,986Â citations
TL;DR: In this article, the authors proposed a three-component model of organizational commitment, which integrates emotional attachment, identification with, and involvement in the organization, and the normative component refers to employees' feelings of obligation to remain with the organization.
Abstract: 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.
10,654Â citations
TL;DR: The Organizational Commitment Questionnaire (OCQ) as discussed by the authors ) is a measure of employee commitment to work organizations, developed by Porter and his colleagues, which is based on a series of studies among 2563 employees in nine divergent organizations.
8,144Â citations
TL;DR: In this paper, a model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs, focusing on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that can create these psychological states; and (c) the attributes of individuals that determine how positively a person will respond to a complex and challenging job.
7,444Â citations