Showing papers on "Organizational commitment published in 1993"
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
5,751 citations
TL;DR: In this article, the authors examined relationships among three methods of leader monitoring, employee perceptions of workplace justice, and employee citizenship behavior, and found that monitoring would negatively affect citizenship because close control may keep employees from performing duties seen as extra and perhaps not leading to rewards.
Abstract: This study examined relationships among three methods of leader monitoring, employee perceptions of workplace justice, and employee citizenship behavior. We hypothesized that monitoring would negatively affect citizenship because close control may keep employees from performing duties seen as extra and perhaps not leading to rewards. However, we also hypothesized that monitoring's focus on gathering unbiased information would positively influence employees' perceptions of fairness, which have been found to predict citizenship behavior. Results of structural equations modeling used to test direct and indirect relationships among the variables indicated that the monitoring method of observation negatively influenced citizenship but also had a positive influence through its effect on perceptions of fairness.
2,211 citations
TL;DR: In this article, the authors assess various organizational learning literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded.
Abstract: Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multi-disciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.
2,025 citations
Book•
01 Jan 1993
TL;DR: The Evolving Field of Organizational Learning as discussed by the authors is a rich field of research in the field of organizational learning and it has been studied extensively in the last few decades and decades.
Abstract: List of figures. List of tables. Acknowledgments. Preface. Introduction: The Evolving Field of Organizational Learning. Part I: Organizational Defences:. 1. Making Sense of Limited Learning. 2. Tacit Knowledge and Management. 3. Why Individuals and Organizations Have Difficulty in Double--Loop Learning. 4. Creating a Theory of Practice: The Case of Organizational Paradoxes. 5. Todaya s Problems with Tomorrowa s Organizations. 6. Teaching Smart People How to Learn. 7. A Leadership Dilemma: Skilled Incompetence. Part II: Inhibiting Organizational Learning and Effectiveness:. 8. Organizational Learning and Management Information Systems. 9. Strategy Implementation: An Experiment in Learning. 10. How Strategy Professionals Deal with Threat: Individual and Organizational. 11. The Dilemma of Implementing Controls: The Case of Managerial Accounting. 12. Human Problems with Budgets. 13. Bridging Economics and Psychology: The Case of the Economics Theory of the Firm. Part III: The Counterproductive Consequences of Organizational Development and Human Resource Activities:. 14. Good Communication That Blocks Learning. 15. Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners. 16. Inappropriate Defences Against The Monitoring of Organizational Development Practice. 17. Do Personal Growth Laboratories Represent an Alternative Culture?. Part IV: The Inhibition of Valid and Usable Information from the Correct Use of Normal Science:. 18. Actionable Knowledge: Design Causality in the Service of Consequential Theory. 19. Field Theory as a Basis for Scholarly Consulting. 20. Unrecognized Defences of Scholars Impact on Theory and Research. 21. Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both. 22. Problems and New Directions for Industrial Psychology. 23. The Incompleteness of Social--Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research. 24. Dangers in Applying Results from Experimental Social Psychology. 25. Making Knowledge More Relevant to Practice: Maps for Action. 26. Participatory Action Research and Action Science Compared. 27. Some Unintended Consequences of Rigorous Research. Index.
1,988 citations
TL;DR: Findings support the social exchange view that POS creates feelings of obligation that contribute to citizenship behaviors.
Abstract: The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances employees' work behavior. The authors addressed the question of whether POS or the more traditional commitment concepts of affective commitment (AC) and continuance commitment (CC) were better predictors of employee behavior (organizational citizenship and impression management). Participants were 383 employees and their managers. Although results showed that both AC and POS were positively related to organizational citizenship and that CC was negatively related to organizationa l citizenship, POS was the best predictor. These findings support the social exchange view that POS creates feelings of obligation that contribute to citizenship behaviors. In addition, CC was unrelated, whereas AC and POS were positively correlated, with some impression management behaviors.
1,419 citations
TL;DR: In this paper, the authors propose a perspective on organizational learning, drawing on the concept of organizational culture, that can be useful in understanding the case of three small workshops that make "the finest flutes in the world."
Abstract: Traditionally, theories of organizational learning have taken one of two approaches that share a common characterization of learning but differ in focus. One approach focuses on learning by individuals in organizational contexts; the other, on individual learning as a model for organizational action. Both base their understanding of organizational learning on the cognitive activity of individual learning. However, there is something organizations do that may be called organizational learning, that is neither individuals learning in organizations nor organizations employing processes akin to learning by individuals. This form of organizational learning can be seen in the case of three small workshops that make "the finest flutes in the world." This essay proposes a perspective on organizational learning, drawing on the concept of organizational culture, that can be useful in understanding the case. This perspective provides a fruitful basis for exploring the above distinctions in both theory and practice.
1,089 citations
01 Jan 1993
1,063 citations
Book•
24 Mar 1993
TL;DR: In this paper, the authors present a survey of consumer attitudes about the performance of business Firms, Satisfaction and post-purchase behavior, social agencies, and the Marketplace.
Abstract: Preface 1 Introduction Criteria for Scale Deletions/Additions Search Procedures Format of the Book and Presentation of Measures Caveats and Cautions Evaluation of Measures Reliability Construct Validity Other Issues to Consider Summary References 2 Traits and Individual Difference Variables Scales Related to Interpersonal Orientation, Needs/Preferences, and Self-Concept Scales Related to Consumer Compulsiveness and Impulsiveness Scales Related to Country Image and Affiliation Scales Related to Consumer Opinion Leadership and Opinion Seeking Scales Related to Innovativeness Scales Related to Consumer Social Influence 3 Values and Goals General Values Appendix to General Values Values Related to Environmentalism and Socially Responsible Consumption Values Related to Materialism and Possessions/Objects Appendix to Materialism and Possessions/Objects Values Related to Goal Orientations and Planning 4 Involvement, Information Processing, and Affect Involvement General to Several Product Classes Purchasing Involvement Scales Related to Information Processing: Optimal Stimulation Measures Scales Related to Processing Style Scales Related to Affect 5 Reactions to Marketing Stimuli Measures Related to Ad Emotions and Ad Content Measures Related to Brand/Product Responses and Shopping Styles Measures Related to Pricing Responses 6 Attitudes About the Performance of Business Firms, Satisfaction and Post-Purchase Behavior, Social Agencies, and the Marketplace Consumer Attitudes Toward Business Practices and Marketing Scales Related to Post- Purchase Behavior: Consumer Discontent Business Attitudes Toward the Marketplace 7 Sales, Sales Management, Organizational Behavior, and Interfirm-Intrafirm Issues Job Satisfaction Measures Role Perceptions/Conflict Job Burnout/Tension Performance Measures Control and Leadership Organizational Commitment Sales/Selling Approaches Inter-/Intrafirm Issues of Influence and Power Other Measures Related to Interfirm Issues Index About the Editors
851 citations
TL;DR: A meta-analysis of data from 48 studies with a total of 15,048 subjects revealed that job satisfaction was most strongly associated with stress (-609) and organizational commitment (.526).
Abstract: The purpose of this study was to describe the magnitude of the relationships between nurses' job satisfaction and the variables most frequently associated with it. A meta-analysis of data from 48 studies with a total of 15,048 subjects revealed that job satisfaction was most strongly associated with stress (-.609) and organizational commitment (.526). Seven variables had correlations between .20 and .50: communication with supervisor, autonomy, recognition, routinization, communication with peers, fairness, and locus of control. Four other variables frequently included in these studies had low correlations (less than .20): age, education, tenure, and professionalization. The influence of employment site, date of study, and measures used on the size and consistency of estimates was described.
782 citations
TL;DR: In this paper, the authors investigated the influence of organizational transfer climate on the degree to which trainees transfer behaviors learned in a training program to their job situations and found that trainees who learned more in training performed better on the job.
Abstract: This study describes the development and investigation of the concept of organizational transfer climate and discusses whether it influences the degree to which trainees transfer behaviors learned in a training program to their job situations. The study was conducted in a large franchise that owns and operates over one hundred fast-food restaurants in a large metropolitan area. Analyses indicated that when manager trainees were assigned to units that had a more positive organizational transfer climate, they were rated as better performers of the behaviors previously learned in training. As was predicted, it was also found that manager trainees who learned more in training performed better on the job. It was concluded that, in addition to how much trainees learn in training, the organizational transfer climate of the work situation affects the degree to which learned behavior will be transferred onto the actual job. This research suggests that organizational transfer climate is a tool that should be investigated as a potential facilitator for enhancing positive transfer of training into the work environment.
777 citations
Book•
01 Dec 1993
TL;DR: The origins and methods of management and OB Theories can be found in this paper, where the authors discuss: 1) Managing people and organizations; 2) Strategic Thinking, Planning and Controlling; 3: Organizing Work and People; 4: Creating and Modifying Organizational Culture; 5: Understanding Perception, Learning, and Personality.
Abstract: What Managers and Organizations Do. 1: Managing People and Organizations. 2: Strategic Thinking, Planning and Controlling. 3: Organizing Work and People. 4: Creating and Modifying Organizational Culture. Managing People. 5: Understanding Perception, Learning, and Personality. 6: Motivation Principles. 7: Methods of Motivating People in Organizations. Managing Relationships. 8: Communicating for Understanding and Results. 9: Creating Productive Interpersonal Relationships. 10: Building Groups Into Teams. 11: Conflict Management and Negotiation. Leadership Practices. 12: Ethical Problem Solving and Decision Making. 13: Power and Politics. 14: Leadership. Managing Change. 15: Managing Change and Organizational Development. 16: Self Management at Work: Stress, Health, Career. Appendix A: Origins and Methods of Management and OB Theories.
TL;DR: In this article, the authors compared four different models of the justice-employee reaction relationship and found that the two-factor model, which specifies that distributive justice predicts personal-level evaluations (e.g., pay satisfaction) and procedural justice affects organizational-level evaluation (i.e., organizational commitment), received the most support.
TL;DR: In this paper, structural equation modeling was used to evaluate the effects of three forms of attitudinal commitment on employee turnover and found that the forms of commitment affected turnover indirectly through a latent variable measuring withdrawal tendencies.
Abstract: Structural equation modeling was used to evaluate the effects of three forms of attitudinal commitment on employee turnover. We used a traditional dichotomous measure of organizational departure but applied the PRELIS technique to resolve statistical problems. A test of eight competing versions of a turnover model using data collected from employees in an aerospace firm indicated that the forms of commitment affected turnover indirectly through a latent variable measuring withdrawal tendencies. The model including this variable resembles cognitive psychologists' descriptions of human mental processes that emphasize actors' general orientations and a lack of distinction making in everyday life.
TL;DR: In this paper, a study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment.
Abstract: A study was conducted to measure the relative contribution of perceptions of procedural justice toward predicting organizational citizenship behavior (OCB) controlling for the effects of job satisfaction and organizational commitment. Employees in a national cable television company completed a survey containing measures of work satisfaction, affective and continuance commitment, and perceptions of fairness, while their managers completed an OCB survey. Results using LISREL 7 indicated support fpr relationships between procedural justice and commitment, satisfaction, and OCB. However, no individual relationships between commitment and OCB nor between satisfaction and OCB were found once the relationships between justice and citizenship were controlled. These findings are discussed using the group value model of procedural justice.
TL;DR: A report from the Center for Organizational Learning's Dialogue Project lays out a promising new way of promoting collective learning and dealing with lingering conflicts in union-management relations, among urban leaders, and in South African politics as mentioned in this paper.
TL;DR: In this article, a model concerning how an organization's culture affects organizational performance is proposed and tested. And the authors demonstrate the application of LISREL modeling methodology to estimate and test this model.
Abstract: The purpose of this article is twofold: first, to propose and test a model concerning how an organization's culture affects organizational performance; and second, to demonstrate the application of LISREL modeling methodology to estimate and test this model. Organizational culture is hypothesized to consist of three interrelated dimensions: a sociocultural system of the perceived functioning of the organization's strategies and practices, an organizational value system, and the collective beliefs of the individuals working within the organization. Organizational culture is operationalized by several latent variables: organizational structure and purpose, organizational values, task organization, climate, and individual values and beliefs. These variables, in turn, are hypothesized to affect organizational performance. Analysis of data from 392 respondents who participated in the study confirms the fit of the proposed model to the data. The model presented in the study represents an initial attempt to desc...
TL;DR: The author revealed that powerful individuals as an influence on organizations and powerful groups as an Influence on Organizations were not the same as that of the general public.
Abstract: THE ORGANIZATIONAL CONTEXT AS AN INFLUENCE ON GROUPS AND INDIVIDUALS .. . . . . . . . . . . . . . . .. . . . . . . . . . . . . . ... . . . . . .. .. . ........ . .. . . . . . . . . ... ... ......... .. . . . . . ... ..... ..... . . . . . 198 Context as Opportunity and Constraint 198 Context as a Distal or Proximate Influence ...... .. ......... ........ 201 Context as Similar and Dissimilar 205 WHEN CONTEXTS HAVE MINIMAL INFLUENCE .... ......... 208 INDIVIDUALS AND GROUPS AS INFLUENCES ON ORGANIZATIONAL CONTEXTS 209 Powerful Individuals as an Influence on Organizations 210 Powerful Groups as an Influence on Organizations 215 A'dra;���ti!�;.��������: .. ���.�����:.���.�.���.�����.��.���.������.�� 215 THE INTERACTIONS OF INDIVIDUALS AND GROUPS WITH THEIR ORGANIZATIONAL CONTEXTS .. . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... . . . ........ 217 The Homeless 218 Air Disaster 218 Nuclear Power Plant 219 HOW CAN WE PUT ORGANIZATIONS BACK INTO ORGANIZATIONAL BEHAVIOR? 220 Methodological Implications 220 Substantive Implications 222
TL;DR: Although there is a relatively large literature on escalating commitment, almost all the research it describes has concerned individuals rather than organizations as discussed by the authors, and therefore, to provide additional information about the relationship between commitment and commitment, it is difficult to find sufficient data.
Abstract: Although there is a relatively large literature on escalating commitment, almost all the research it describes has concerned individuals rather than organizations. Therefore, to provide additional ...
TL;DR: In this paper, the authors examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance, and concluded that negative affect is associated with lower levels of job satisfaction.
Abstract: Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.
TL;DR: In this article, a meta-analysis examines whether differences in the lengths of time elapsed between the measurement of organizational commitment and departure interact with the career stages of employees in different modalities.
Abstract: This meta-analysis examines whether differences in the lengths of time elapsed between the measurement of organizational commitment and departure interact with the career stages of employees in mod...
TL;DR: In this article, the authors examined affective, continuance, and normative commitment to the organization as a function of all three career stage variables, including age, organizational tenure, and positional tenure.
TL;DR: In this article, the authors investigated differences in the psychological involvement and task assignments of labor-contractor and employee engineers and the effects of the contractors on the attitudes of their emp...
Abstract: This study investigated differences in the psychological involvement and task assignments of labor-contractor and employee engineers and the effects of the contractors on the attitudes of their emp...
TL;DR: In this paper, a straightforward operational definition of downsizing is proposed and a theoretical framework of the process of effective downsizing and the organizational changes that may accompany it is presented, along with important organizational processes, characteristics, and outcomes associated with downsizing.
Abstract: Organizational downsizing is becoming pervasive as a characteristic of modern organizations, yet little scholarly literature has addressed the processes and outcomes associated with this phenomenon at the organizational level. Downsizing has often mistakenly been confused operationally with concepts such as decline, layoffs, or nonadaptability, indicating that the definition of the concept remains imprecise. This paper offers a straightforward, operational definition of downsizing. Then the literature on organizational downsizing is used to build a theoretical framework of the process of effective downsizing and the organizational changes that may accompany it. Important organizational processes, characteristics, and outcomes associated with downsizing are identified.
TL;DR: This article used distinctions among foci and bases of commitment to develop four profiles of commitment, and examined the extent to which differences in these patterns predict other variables, including intent to quit, job satisfaction, prosocial organizational behaviors, and certain demographic and contextual variables.
Abstract: Prior research has demonstrated the importance of distinguishing among foci and bases of commitment. Foci of commitment are the individuals and groups to whom an employee is attached, and bases of commitment are the motives engendering attachment. This study uses distinctions among foci and bases of commitment to develop four profiles of commitment, and examines the extent to which differences in these patterns predict other variables. Cluster analysis of 440 employees suggests the following profiles: (1) The Locally Committed (employees who are attached to their supervisor and work group), (2) the Globally Committed (who are attached to top management and the organization), (3) the Committed (who are attached to both local and global foci), and (4) the Uncommitted (who are attached to neither local nor global foci). The profiles are differentially related to intent to quit, job satisfaction, prosocial organizational behaviors, and certain demographic and contextual variables. Implications of these findings for theory and practice are discussed.
TL;DR: The exploratory research reported here appears to be the first to relate comprehensive sets of IT investment measures to organizational strategic and economic performance measures and depicts a framework for management evaluation of the relationship between IT investment and organizational performance.
Abstract: Organizations are investing ever-increasing amounts in information technology (IT). However, the existing literature provides little evidence of a relationship between IT investment and organizational strategic and economic performance. The exploratory research reported here appears to be the first to relate comprehensive sets of IT investment measures to organizational strategic and economic performance measures. Although the individual IT investment variables were found to be only weakly related to organizational strategic and economic performance, they were significantly related to performance when grouped and analyzed by means of canonical correlation. More specifically, canonical results suggest that organizational strategic and economic performance measures such as sales by employee, return on sales, sales by total assets, return on investment, and market to book value are affected by IT investment measures such as IT budget as percentage of revenue, the percentage of IT budget spent on training of employees, number of PCs per employee, and IT value as a percentage of revenue. The organizational performance measure growth in revenue and IT investment measure percentage of IT budget spent on staff were not significantly related to other measures and therefore were not indicated to be useful for investigating possible effects of IT investment on organizational strategic and economic performance. Finally, a model based on these results is suggested. The model depicts a framework for management evaluation of the relationship between IT investment and organizational performance.
TL;DR: Findings indicated that commitment buffered the relationship between stress and job displeasure (a canonically derived variate combining residualized job dissatisfaction, intent to quit, and irritation).
Abstract: The authors examined the moderating effects of organizational commitment on the relationship of stress with job satisfaction, intent to quit, and health during organizational turmoil. Panel data were provided by hospital employees surveyed before and after a major divisional consolidation. Findings indicated that commitment buffered the relationship between stress and job displeasure (a canonically derived variate combining residualized job dissatisfaction, intent to quit, and irritation). Stress increased job displeasure only when commitment was low.
TL;DR: In this article, a case study of one organization seeking very high reliability in its performance (a nuclear power plant) is offered to demonstrate a contrary point of view, that reliability can best be achieved not through attempts at organizational invariance but through the management of fluctuations in important organizational relationships and practices.
Abstract: A critical problem facing modern organizations in a variety of settings is the erosion of slack. Given narrowing performance margins allowed many organizations, managers are tempted to "lock in" organizational performance through elaborated rules and procedures, formal authority assignments, and clearly differentiated job responsibilities. A case study of one organization seeking very high reliability in its performance—a nuclear power plant—is offered to demonstrate a contrary point of view. Reliability, it is argued, can best be achieved not through attempts at organizational invariance but through the management of fluctuations in important organizational relationships and practices. This strategy enhances reliability while preserving the protective functions of organizational slack.
Book•
05 Oct 1993
TL;DR: The first comprehensive book on the organizational behavior of volunteer workers is as discussed by the authors, which explores why people volunteer for organizational work, drawing upon original research and the existing scholarly work in this field.
Abstract: We know very little about how and why individuals volunteer to work in organizations, and we know even less about how their efforts are organized and directed once they are at work. Some organizations utilizing volunteers waste the human resources they have; others manage to work effectively and provide invaluable services. Yet there has been little attepmt to understand the organizational behavior of volunteers and make better use of their talents. Volunteers is the first comprehensive book on the organizational behaviour of volunteer workers. It explores why people volunteer for organizational work, drawing upon original research and the existing scholarly work in this field. A central theme of the book is the uncertainty volunteers have of their own roles in the organization in which they work, with all the potential frustration that this can elicit. however, much of the existing advice to volunteers or those employing them can be misleading or unhelpful. In her study, Jone L. Pearce looks at successful and unsuccessful organizations in areas such as the arts, social services and health care. She discusses the implications of volunteers on general theories of organizational behavior, and also outlines the practical effects of an understanding of volunteer workers for all organizations employing them. Volunteers will be valuable to managers and also to psychologists interested in organizational behavior.
TL;DR: In this paper, the authors consider a range of individual and organizational strategies that may be effective in reducing employee stress and related problems, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them.
Abstract: During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having co...
TL;DR: The role of shop steward in the unionization process and the effects of unions on organizational behavior are discussed in this article, with a focus on organizational psychology and unions, including shop stewards and shop stewards.
Abstract: Organizational psychology and unions The structure of labor organizations The unionization process Union commitment Union participation Union leadership: The role of the shop steward Breakdowns in the unionization process Effects of unions on organizational behavior Concluding thoughts and challenges Index.