Showing papers on "Organizational commitment published in 2000"
TL;DR: The rapid growth of research on organizational citizenship behaviors (OCBs) has resulted in some conceptual confusion about the nature of the construct, and made it difficult for all but the most avid readers to keep up with developments in this domain this paper.
5,183 citations
TL;DR: This paper examined the consequences of abusive supervisor behavior and found that those who perceived their supervisors to be more abusive were more likely to quit their jobs, while those who remained with their jobs were associated with lower job and life satisfaction, lower normative and affective commitment, and higher continuance commitment, conflict between work and family, and psychological distress.
Abstract: Drawing on justice theory, the author examined the consequences of abusive supervisor behavior. As expected, subordinates who perceived their supervisors were more abusive were more likely to quit their jobs. For subordinates who remained with their jobs, abusive supervision was associated with lower job and life satisfaction, lower normative and affective commitment, and higher continuance commitment, conflict between work and family, and psychological distress. Organizational justice mediated most of these effects, and job mobility moderated some of the deleterious effects of abusive supervision.
2,708 citations
TL;DR: In this article, the relationship between organizational aging and innovation processes is investigated to illuminate the dynamics of high-technology industries, as well to resolve debates in organizational aging, innovation, and diversity.
Abstract: This paper investigates the relationship between organizational aging and innovation processes to illuminate the dynamics of high-technology industries, as well to resolve debates in organizational...
1,754 citations
TL;DR: The results show that affective commitment and self-esteem are the primary motivators of citizenship behaviours and cognitive identification performs as a central mediator between prestige and stereotypes on the one hand, and affectivecommitment andSelf-esteem on the other.
Abstract: The purpose of this study is to distinguish between cognitive, affective and evaluative components of social identity in the organization and to show how the components instigate behaviours that benefit in-group members. A new scale for measuring cognitive organizational identification (i.e. self-categorization) is developed and compared to a leading scale. Internal consistency, convergent validity, predictive validity and generalizability of the two scales are established on a sample of Italian (N = 409) and Korean (N = 283) workers. Next, convergent and discriminant validity for measures of organizational identification, affective commitment and group self-esteem are demonstrated. Then, two antecedents of these components of social identity are examined: organization prestige and organization stereotypes. Finally, the mediating role of the components of social identity are investigated between the antecedents and five forms of citizenship behaviours. The last three analyses are performed on the Italian (N = 409) workers. Among other findings, the results show that affective commitment and self-esteem are the primary motivators of citizenship behaviours. Moreover, cognitive identification performs as a central mediator between prestige and stereotypes on the one hand, and affective commitment and self-esteem on the other. Identification is thus an indirect determinant of citizenship behaviours.
1,568 citations
TL;DR: The importance of tacit knowledge in organizational learning and innovation has become the focus of considerable attention in the recent literature as discussed by the authors, and the extent to which tacit knowledge constitutes the knowledge base of the firm, and how it is formed and used are powerfully shaped by the broader institutional context.
Abstract: The importance of tacit knowledge in organizational learning and innovation has become the focus of considerable attention in the recent literature. Our understanding of the nature of the links between tacit knowledge and organizational learning, however, has been hampered by the lack of a conceptual framework integrating micro-level learning activities with organizational forms and macro-level societal institutions. This paper seeks to achieve such an integrative task. It argues that there is an interactive relationship between dominant knowledge types and organizational forms. Further, the extent to which tacit knowledge constitutes the knowledge base of the firm, and how it is formed and used are powerfully shaped by the broader institutional context. The paper develops a four-fold typology at the cognitive, organizational and societal levels, as an analytical framework to explain the links between knowledge types, organizational forms and societal institutions. It shows how the three levels interact t...
1,410 citations
TL;DR: It is suggested that work satisfaction is explained largely by job characteristics but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.
Abstract: A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational commitment. Contrary to prediction, empowerment did not mediate relations between LMX, TMX, and the outcome variables. Rather, LMX and TMX were directly related to organizational commitment. In addition, TMX was directly related to job performance. These findings suggest that work satisfaction is explained largely by job characteristics (through empowerment) but that LMX and TMX combine with job characteristics and empowerment to explain variation in organizational commitment and job performance.
1,371 citations
TL;DR: In this article, the authors conceptualize and empirically examine professional associations' relationship-building efforts (core services performance, rewards for contributions, dissemination of organizational knowledge, member interdependence enhancement activities, and reliance on external membership requirements) that are theorized to enhance their membership's commitment to the relationship as well as the membership's relationship behaviors.
Abstract: The authors conceptualize and empirically examine professional associations’ relationship-building efforts (core services performance, rewards for contributions, dissemination of organizational knowledge, member interdependence enhancement activities, and reliance on external membership requirements) that are theorized to enhance their membership’s commitment to the relationship as well as the membership’s relationship behaviors. Three components of commitment—affective, continuance, and normative—are theorized to mediate differentially the correlation between the associations’ relationship-building efforts and their members’ relationship behaviors (membership retention, exchange-based participation, and cooperatively based coproduction). Confirmatory factor analysis validates the commitment measures, and structural equations analysis indicates that normative and affective commitment partially mediate the effects of selected relationship-building efforts on coproduction and member participation. ...
1,098 citations
TL;DR: In this paper, the authors examined the relationship between leadership style and performance and found that the relationship is mediated by the form of organizational culture that is present, and concluded with a number of implications for theory and practice.
Abstract: The topics of leadership and organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and culture are linked to organizational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between leadership style and performance is mediated by the form of organizational culture that is present. The paper concludes with a number of implications for theory and practice.
1,058 citations
TL;DR: This paper explored the relative effects of transformational leadership practices on selected organizational conditions and student engagement with school, and found strong significant effects of such leadership on organizational conditions, and moderate but still significant total effects on student engagement.
Abstract: Most school restucturing initiatives assume significant capacity development on the part of individuals, as well as whole organizations; they also depend on high levels of motivation and commitment to solving the substantial problems associated with the implementation of restructuring initiatives. Transformational approaches to leadership have long been advocated as productive under these conditions, and evidence suggests that transformational practices do contribute to the development of capacity and commitment. Much less evidence is available, however, about whether these socio‐psychological effects actually result in organizational change and enhanced organizational outcomes. Survey data from an achieved sample of 1,762 teachers and 9,941 students in one large school district were used to explore the relative effects of transformational leadership practices on selected organizational conditions and student engagement with school. Results demonstrated strong significant effects of such leadership on organizational conditions, and moderate but still significant total effects on student engagement.
935 citations
TL;DR: In this paper, the importance of work-group identification relative to organizational identification (OID) was investigated and the work group identification was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour.
Abstract: Adopting the social identity perspective on organizational identification proposed by Ashforth and Mael (1989), the present study tested two hypotheses concerning the importance of work-group identification (WID) relative to organizational identification (OID). WID was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour. Data about employees’ WID, OID, job satisfaction, turnover intentions, job involvement, and job motivation from two samples (N = 76 and N = 163) supported these predictions. We conclude that our understanding of organizational attitudes and behaviour has much to gain by an open eye for the multiple foci of identification that are associated with organizational membership, and that managerial practice may benefit from an increased focus on the work group.
897 citations
TL;DR: The authors suggests that social movements are important sources of cultural innovation and identifies the scope conditions under which social movements create new organizational forms, which lends substance to the notion of institutional entrepreneurship and enlarges the theoretical reach of neo-institutionalism.
TL;DR: OC was positively related to job-focused constructs such as job involvement and satisfaction and had an indirect effect on organizational turnover intention through occupational turnover intention, suggesting that attitudes toward the job itself may be a central concern in committing to one's occupation.
Abstract: 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.
TL;DR: The authors examined whether the relationships between psychological contract violations and three types of employee behavior (intention to quit, neglect of in-role job duties, and organizational citizenship behaviors) are mediated by unmet expectations and job dissatisfaction.
Abstract: This research examines whether the relationships between psychological contract violations and three types of employee behavior (intention to quit, neglect of in-role job duties, and organizational citizenship behaviors) are mediated by unmet expectations and job dissatisfaction. Using a sample of over 800 managers from a wide variety of research sites, this study tests for mediator effects using both hierarchical regression analyses and structural equation modelling. The results suggest that unmet expectations and job dissatisfaction do partially mediate such relationships. Copyright © 2000 John Wiley & Sons, Ltd.
TL;DR: In this paper, a referred diagnosing and changing organizational culture based on the competing values framework books that will manage to pay for you worth, acquire the unconditionally best seller from us currently from several preferred authors.
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TL;DR: In this article, the authors developed and estimated a model that links work-life benefits to organizational citizenship behavior directly, through obligations incurred as a result of social exchange, and indirectly, through enhanced perceptions of organizational support.
Abstract: Countering arguments that employee benefits are unrelated to both worker performance and perceived organizational support, I developed and estimated a model that links work-life benefits to organizational citizenship behavior directly, through obligations incurred as a result of social exchange, and indirectly, through enhanced perceptions of organizational support. Significant, positive relationships were found between workers' assessments of the usefulness of work-life benefits and three measures of organizational citizenship. Although perceived benefit usefulness contributed to perceived organizational support, perceived organizational support did not in turn foster organizational citizenship as measured in this study.
TL;DR: Findings show independent cumulative effects of both the JD-C Model and the ERI Model on employee well-being are not significantly different in men and women as well as in young and old people.
TL;DR: Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage as discussed by the authors, and Symbolic action and resource-based views pr...
Abstract: Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage. Symbolic action and resource-based views pr...
TL;DR: The most prominent developments in recent years in the investigation of transformational leadership have been the confirmation of the utility of Transformational Leadership and its application in the field of finance as discussed by the authors.
Abstract: Executive Summary Among the most prominent developments in recent years in the investigation of transformational leadership has been the confirmation of the utility of transformational leadership f...
TL;DR: In this paper, the authors investigate the mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non-western country where multiculturalism is a dominant feature of the workforce.
Abstract: This article investigates the potential mediating role of organizational commitment in the relationships of leadership behavior with the work outcomes of job satisfaction and job performance in a non‐western country where multiculturalism is a dominant feature of the workforce. It also explores the moderating effects of national culture on the relationships of leadership behavior with organizational commitment, job satisfaction and job performance in such a setting. Results suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs, and their performance is high. The results also indicate that national culture moderates the relationship of leadership behavior with job satisfaction.
TL;DR: In this paper, the authors propose a framework that includes the constructs of data, information, knowledge, and wisdom, and each of these constructs is associated with a different type of learning.
Abstract: To improve our understanding of the impact of organizational learning and knowledge on competitive advantage, we propose a framework that includes the constructs of data, information, knowledge, and wisdom. Each of these constructs is then associated with a different type of learning. We further argue that wisdom is an important, albeit missing, construct in the knowledge‐based theory of the firm. A key to organizational wisdom is judgement and decision making, which requires an understanding of the complexity of a situation, but also requires the ability to make sense and simplify so that action can be taken. Three important drivers for the development of organizational wisdom are experience, a passion to learn, and spirituality. Processes for acquiring organizational wisdom such as transformational leadership, organizational culture and knowledge transfer are also discussed.
Journal Article•
TL;DR: One implication of this set of results is that organizations should adopt a more holistic approach in building trust, which can be achieved by focusing on the various constituents of the organization and the various levels (e.g., the supervisor level and the organizational level).
Abstract: Trust in supervisor and trust in organization are argued to be distinct but related constructs, each with its own set of antecedents and outcomes. Empirical field results supported the proposition. Although trust in supervisor and trust in organization were positively and significantly correlated, trust in supervisor was more strongly associated with proximal variables (ability, benevolence, and integrity of supervisor), whereas trust in organization was more strongly correlated with global variables (perceived organizational support and justice). This conclusion held despite the inclusion of proximal variables in the regression on trust in organization and the inclusion of global variables in the regression on trust in supervisor. In addition to the differential antecedents of trust in supervisor and trust in organization, the outcomes for both variables were different. Trust in supervisor was related to increased innovative behavior and satisfaction with supervisor, and trust in organization was related to higher organizational commitment and lower intention to leave. Therefore, the authors provide clear preliminary data on the distinctiveness of trust in supervisor and trust in organization. One implication of this set of results is that organizations should adopt a more holistic approach in building trust, which can be achieved by focusing on the various constituents of the organization and the various levels (e.g., the supervisor level and the organizational level).
TL;DR: In this paper, a nine-factor model of commitment is proposed with three bases (affective, continuance, and normative commitment) and three foci (organization, supervisor, and workgroup) of commitment, and confirmatory factor analysis provides support for the commitment model embodying all bases and foci of commitment.
TL;DR: This article explored the relationship between personal values, organizational values, and organizational commitment and found that commitment was predicted by the employees' perception of organizational values and affective, normative and continuance commitment were each predicted by different clusters of values.
Abstract: This study explored the relationship between personal values, organizational values, and organizational commitment. Participants from a large petrochemical company rated 24 values with respect to how important the value was to them and how important it was to the organization. They also completed Meyer and Allen's commitment scale. The results of hierarchical multiple regression analyses found that commitment was predicted by the employees’ perception of organizational values. Furthermore, affective, normative and continuance commitment were each predicted by different clusters of values. This study highlights the importance of recognizing that values are multidimensional and that each value cluster may affect behaviour differently.
TL;DR: Knowledge management (KM) is a process that deals with the development, storage, retrieval, and dissemination of information and expertise within an organization to support and improve its business performance.
Abstract: Knowledge management (KM) is a process that deals with the development, storage, retrieval, and dissemination of information and expertise within an organization to support and improve its business performance. Organizations are realizing that knowledge is a crucial resource for organizations and it should be managed judiciously. Organizations need to harness knowledge not only to stay competitive, but also to become innovative. KM requires a major shift in organizational culture and a commitment at all levels of a firm to make it work. Through a supportive organizational climate, ideally, through effective KM, an organization can bring its entire organizational learning and knowledge to bear on any problem, anywhere in the world, at anytime
TL;DR: This article investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment and found that team commitment mediated the relationships between support and the outcome variables.
TL;DR: In this article, the authors developed and tested a theoretical framework to understand performance and retention of volunteers, which includes both general and specific role identity as well as organizational variables, and found that specific role identities explained significant amounts of variance in the number of hours worked for ACS and other organizations.
Abstract: The central focus of this research is on the development and testing of a theoretical framework to understand performance and retention of volunteers. The framework is centered on identity theory and includes both general and specific role identity as well as organizational variables. Data were obtained from two samples of volunteers for the American Cancer Society (ACS). Specific role identity as an ACS volunteer is predicted from general role identity and several factors related to perceived experiences in the organization. Specific role identity explains significant amounts of variance in the number of hours worked for ACS and other organizations as well as intent to remain an ACS volunteer. Results also suggest that volunteers may experience conflicts between the demands of their general and specific role identities. Finally, the effects of ACS role identity on volunteer behavior are compared with those of organizational commitment.
TL;DR: A new construct called Cynicism about Organizational Change (CAOC) was proposed and distinguished from related concepts as mentioned in this paper, and the measure of CAOC was supported by confirmatory factor analysis and has acceptable internal consistency reliability.
Abstract: A new construct called Cynicism About Organizational Change (CAOC) was proposed and distinguished from related concepts. The measure of CAOC was supported by confirmatory factor analysis and has acceptable internal consistency reliability. Potential antecedents (measured 21 months before the measurement of CAOC) were examined. Little support was found for CAOC having dispositional roots in one’s general negative affectivity. More support was found for CAOC being learned as a result of little previous change, ineffective leadership practices, and lack of participation in decisions. CAOC was negatively correlated with a concurrent measure of organizational change and with the motivation to keep on trying to support change efforts. In addition, CAOC was negatively correlated with factors outside the realm of change: organizational commitment and the number of labor grievances. Finally, CAOC weakened the instrumentality perception of the relationship between performing well and earning more money, while holdi...
Journal Article•
TL;DR: Empirically, personality cynicism emerged as the strongest predictor of organizational cynicism, adversely affecting all of the criteria, and other forms of cynicism had more selective effects.
Abstract: Organizational cynicism is the belief that an organization lacks integrity, which, when coupled with a powerful negative emotional reaction, leads to disparaging and critical behavior. In this article, the author attempts to theoretically clarify the process by which five forms of cynicism develop in the workplace and to empirically relate them to affective outcomes. Societal, employee, and organizational change cynicisms may be attributed to psychological contract violations; work cynicism may be related to burnout; and person-role conflict and personality cynicism may be related to innate hostility. Empirically, personality cynicism emerged as the strongest predictor of organizational cynicism, adversely affecting all of the criteria. Other forms of cynicism had more selective effects. Organizational change cynicism induced job dissatisfaction and alienation, and employee cynicism affected organizational commitment. Societal cynicism actually increased both job satisfaction and commitment. Both personality and work cynicisms were related to organizational citizenship indirectly, through alienation. Theoretical and practical implications are discussed.
TL;DR: In this paper, the authors discuss four controversial issues regarding organizational learning: (1) what are the similarities and differences between individual and organizational learning? (2) What are the conditions that promote productive organizational learning; (3) When is organizational learning feasible; and (4) How is organizational Learning related to learning organizations.
Abstract: The burgeoning literature on organizational learning attests to the considerable interest engendered by `organizational learning' and `learning organizations'. At the same time it indicates considerable confusion surrounding these subjects. We discuss four controversial issues regarding organizational learning: (1) What are the similarities and differences between individual and organizational learning? (2) What are the conditions that promote productive organizational learning? (3) When is organizational learning feasible? (4) How is organizational learning related to learning organizations? We suggest that (1) although individual and organizational learning involve information processing, they require different mechanisms to convert information to actionable knowledge at different (individual vs organizational) systemic levels; (2) productive organizational learning requires a learning culture that consists of commitment to learning, valid knowledge, transparency, issue orientation and accountability; (...
TL;DR: In this paper, the relationship between perception of organizational politics, job attitudes, and several other work outcomes was examined among 303 public sector employees in Israel, and a weak negative relationship was found between perceived organizational politics and employees' performance as reported by supervisors.