Facets Of Commitment Research Articles

Advanced Research in the Field of Transformational Leadership

The model of transformational leadership, proposed by Bass (1985), has been widely used in the United States in applied research as well as in practice for more than twenty years. In Germany, as well, this approach has received increasing attention since the late nineties. This article aims to offer a rough introduction to the model proposed by Bass and to provide a general survey on recent German research dealing with this paradigm. First of all, the transferability of the concept to Germany will be discussed. Similarities with results obtained in America are shown and differences thoroughly conferred. Although some limitations and restrictions have to be considered, it can be shown that the concept of transformational leadership is a fruitful approach for leadership research in Germany. Moreover, interesting implications for managerial practice are derived. Furthermore, advanced research questions concerning antecedences and consequences of transformational leadership in Germany are examined. Furthermore, recent findings show that the self-rater version of the MLQ provides additional information concerning the quality of leadership. A detailed look is taken at the relation between leadership and different facets of commitment. It could be shown that there are significant contributions of transformational leadership to affective and normative commitment. Interesting differences appear, if one considers the different contexts. Another direction of current research focuses on the role of followers for the perception and maintenance of transformational leadership. Results indicate that followers' characteristics, such as personality traits and implicit leadership theories, influence the perception and acceptance of transformational leadership.

Organisational commitment: a study of managers in hotels

In the demanding hotel industry, securing organisational commitment among managers can potentially offer dividends in performance. There is, however, limited evidence to suggest that organisations are aware of how they might encourage such commitment. This article aims to develop understanding of organisational commitment among managers in hotels. It explores key facets of commitment from theoretical and practical perspectives. The exploration is based on defining commitment, discussing its main antecedents and outcomes, and then on reporting on a recent study of commitment among managers in large hotels.

Organizational Commitment in Nepalese Settings

This study examines the three‐dimensional organizational commitment (OC) concept (Meyer & Allen, 1997) in Nepal. Standardized questionnaires were administered to a heterogeneous sample of 103 employees of four different Nepalese organizations (bank, food corporation, telecommunication, and an airline). Exploratory factor and confirmatory factor analyses replicate the dimensionality of OC, i.e., the three facets of commitment (affective, normative, and continuance commitment) could be found also in a developing country with a cultural background very different from the places where the commitment concept was originally formulated. Antecedents and consequences of organizational commitment were investigated by multiple regression analyses. Continuance and normative commitment were both explained by job characteristics, i.e., by the perception of the job as interesting, affective commitment could not be explained with the set of variables used in this study. However, it is affective commitment which particularly accounts for variance in search intentions as well as in turnover intentions.

Affective, Normative and Continuance Commitment: Can the ‘Right Kind’ of Commitment be Managed?

This study examines the multi‐dimensionality of organizational commitment: affective, normative and continuance (including the sub‐components of low perceived alternatives and high personal sacrifice), and how these are differentially related to a set of antecedents and consequences (i.e. turnover intentions, absenteeism and acceptance of change). The results, based on a sample of 505 Australian male fire‐fighters, indicate that organizational commitment is best represented by the four‐factors of affective, normative, low perceived alternatives and high personal sacrifice. In addition, employees experience different personal, job‐related and environmental causes of commitment depending on whether they feel they want to, ought to, or need to remain with the organization. Further, not all facets of commitment enhanced organizational effectiveness, with affective being the most beneficial (i.e. employees are less likely to leave, be absent and are more accepting of change) and low perceived alternatives being the most detrimental (i.e. less accepting of change). The implications of these findings for the management of desirable forms of commitment are discussed.

On Measuring Work Ethic: A Neglected Work Commitment Facet

Work ethic has been underrepresented in work commitment studies, compared to other work commitment facets such as job involvement, career commitment, and organizational commitment. Using exploratory factor analysis on an overall sample of 543 participants, this study identified a four-dimension work ethic concept. The four dimensions found were hard work, nonleisure, independence, and asceticism. Various subsample analyses further supported this four-factor structure. Results and limitations of the study, including the potential incorporation of a shortened 12-item work ethic scale into a more general work commitment measure, are discussed.

Further assessments of Meyer and Allen's (1991) three-component model of organizational commitment.

The construct validity of J. P. Meyer and N. J. Allen's (1991) 3-component model of organizational commitment was assessed. Despite the large error components associated with some of the items from Meyer and Allen's scales, the existence of 3 facets of commitment (affective, continuance, and normative) was generally supported by a confirmatory factor analysis of data from 2,301 nurses. Moreover, some of the expected differential relationships of these facets to antecedents and outcomes of commitment were observed in both the nurse sample and a sample comprising 80 bus operators. However, the facets generally did not relate strongly or differentially to a set of rating and nonrating measures of job performance

On Developing a General Index of Work Commitment

The first study tested for work commitment redundancy across four facets-career, job, value, and organization (Morrow, 1983). The sample consisted of 328 repeat-respondent part-time MBA students. Results indicated that an 11-item occupational commitment scale best represented the career facet. Other changes (e.g., consistency of referents across items) were made in several work commitment scales. In Study 2 these four work commitment facet scales were further tested using 339 nurses. Results showed that the changes made from Study 1 helped to increase the discriminant validities between the work commitment facet scales. Results are discussed, including implications for the definitions of career-related concepts.

Multiple commitments at work and extrarole behavior during three stages of organizational tenure

This study examines the relationships among multiple commitments at work and extrarole behavior during three stages of organizational tenure. Initially, factor analysis identified four facets of commitment: top management, supervisors, coworkers, and customers. Utilizing these four facets of commitment and the Organizational Commitment Questionnaire, regression analysis found that neither organizational commitment nor any facet of commitment was significantly related to extrarole behavior for respondents with 2 or less years of organizational tenure. In contrast, commitment to proximal supervisors and organizational commitment exhibited significant positive relationships with extrarole behavior for those with between 2 and 8 years of organizational tenure. Finally, commitment to immediate supervisors was a positive correlate of extrarole behavior for respondents with the highest organizational tenure (more than 8 years); however, commitment to top management was a negative correlate of extrarole behavior for this high tenure group. Implications of these results are discussed.