Abstract
This study examined the causal links among job involvement (JI), career commitment (CC), affective commitment to the organization (ACO), and continuance commitment to the organization (CCO) under Japanese management practices. It was hypothesized that, JI influences CC, ACO and CCO directly, and influences ACO and CCO indirectly through CC. Survey data of 1470 male college-graduate white-colors were analyzed and results of path analysis (AMOS 4.0) showed a good fit with the model. As predicted, a positive relationship between CC and CCO was found for employees who had worked continuously for a large organization after graduation, but not for those who had turnover experiences. Theoretical and practical implications were discussed.
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