Three-component Model Of Organizational Commitment Research Articles

Emotional intelligence and organisational commitment of Lecturers at Kyambogo University

The study examined the casual link between emotional intelligence and organisational commitment of lecturers at Kyambogo University. Specifically, the study examined the link between the four emotional intelligence competencies of self-awareness, self-management, social awareness, and relationship management with organisational commitment of full-time lecturers at Kyambogo University. The three-component model of organisational commitment by Allen and Meyer, which describes it in terms of affective, normative, and continuance commitment, was used to assess the concept. Using the correlational research design, the study adopted the quantitative approach. The study participants were 175 full-time lecturers of the selected university. The data were collected using a self-administered questionnaire. Structural equation modelling (SEM) using SmartPLS was used to analyse the data. The study findings indicated that while self-management and social awareness were significant determinants of organisational commitment of full-time lecturers, relationship management and self-awareness were positive but insignificant determinants of organisational commitment. The study concluded that while self-management and social awareness are essential for the organisational commitment of lecturers, relationship management and self-awareness are not. Therefore, it was recommended that to promote the organisational commitment of lecturers, university managers should take cognisance of lecturers' self-management and social awareness more than relationship management and self-awareness.

An Investigation into Principals’ Instructional Leadership and Lecturers’ Organizational Commitment Within the Community Colleges in Jamaica

The purpose of this quantitative correlational study was to examine the relationship between lecturers’ ratings of principals' instructional leadership and lecturers' views of their organizational commitment (OC) within the community colleges in Jamaica. Quantitative data were collected using a questionnaire that adopted the Principal Instructional Management Rating Scale and the Three-Component Model of Organizational Commitment. A total of 170 lecturers participated in the survey, which used total population sampling, a purposive sampling technique. The Social Exchange Theory, Organizational Commitment Model, and Instructional Leadership Model provided theoretical frameworks for the study. Results of the Pearson Product Moment Correlation showed an overall low but positive association between principals’ instructional leadership and lecturers’ organizational commitment. Defining the college mission was positively correlated with affective and normative commitment but negatively with continuance commitment. Results of the Multiple Regression Analysis indicated that defining the college mission, managing instructional programs, and creating a positive college climate predicted affective and continuous commitment. However, creating a positive college climate was the only predictor of normative commitment. The study concluded that principals' instructional leadership is necessary within the community colleges and was associated with lecturers' organizational commitment.

Psychological Empowerment and Organisational Commitment among Academic Staff of Public Universities in Malaysia

The study examined the level of the Three-Component Model of organisational commitment (TCM) and its relationship with psychological empowerment. The sample was selected through a three-stage cluster random sampling among academic staff from three public universities in Malaysia. Cross-sectional survey research questionnaires were used as instruments of data collection. All variables under study have met the testing standard of reliability, validity and normality. SPSS version 22 was used to analyse the data obtained from 225 respondents of the study. Descriptive statistics were used to analyse the levels of organisational commitment, and inferential statistical techniques such as Pearson Product Moment Correlation and Multiple Regression were used to examine the relationship between organisational commitment and psychological empowerment. The levels of organisational commitment of respondents were reported to be generally moderate but variations exist across its three different components namely the affective commitment, continuance commitment and normative commitment. The results of Pearson’s correlation indicated a significant and positive relationships between all these three components of organisational commitment and overall organisational commitment with overall psychological empowerment and its four-dimensional components. The strongest relationship was identified between overall organizational commitment and psychological empowerment’s dimension of impact. The multiple regression analyses indicated that more than 20% of the variance in the overall scores of organizational commitments could be predicted by the overall psychological empowerment and its four-dimensional components. In addition, the multiple regression analyses indicated that the two strongest predictors of organisational commitment were the dimension of meaning and impact. Overall, the study has provided evidence of a significant relationship between excellent empowerment practices with organisational commitment among the academic staff in public universities in Malaysia. The study has its implications towards enhancement of policies and administration in higher education in Malaysia.

How is responsible leadership related to the three-component model of organisational commitment?

PurposeThe increasing number of corporate scandals and averseness to employee commitment have brought the concept of responsible leadership (RL) to the forefront of organisational studies. Many studies have found that leadership practice is an antecedent of employees' organisational commitment. However, little attention has been devoted to exploring the newly evolved RL for its impact on employee commitment. This study examines the influence of RL on the three-component model of organisational commitment.Design/methodology/approachApplying the Social Identity Theory of Leadership (SITL), this study investigates the relationships between RL and the three-component model of organisational commitment. In particular, this study is framed to apply RL as a value-based leadership approach to examine its relationship on employees’ three types of organisational commitment such as affective, continuance and normative commitment. A web-based self-administered survey was applied to collect data targeting a sample of 200 full-time Australian employees.FindingsThe study results show that RL significantly effects all three components of organisational commitment. Both affective and normative commitments were significantly associated by RL compared to employees' continuance commitment.Originality/valueThe paper extends the knowledge regarding newly evolved concept of RL which explains the significance of employee commitment and, further it provides empirical evidence from the perspective of SITL. The main contribution in this paper comes from new knowledge about the associations among RL and the three-component model of organisational commitment.

Testing the Effect of Employee Engagement, Transformational Leadership and Organisational Communication on Organisational Commitment

Objective – Organisational commitment has emerged as a major source of competitive advantage for many organizations. Its dominance and significance in the field of academia and business is highly attributed to its incredible benefits such as improved employee performance, productivity, loyalty, responsibility, job satisfaction, motivation and a harmonious industrial relations system. Based on Meyer and Allen’s (1991) Three-Component Model of Organisational Commitment, the current study acknowledges organisational commitment as a psychological state that is made up of affective, normative and continuance commitment, and that it is attributed to a diverse range of factors. As such, the primary objective of this research is to trace the antecedents of organisational commitment and test the effects of some of the key factors affecting organisational commitment, namely: employee engagement, transformational leadership and organisational communication. Findings – The findings of this research indicate that employee engagement, transformational leadership and organisational communication have a significant positive effect on organisational commitment. Novelty – Organizations should identify key drivers of organisational commitment and ensure their continuous assessment so as to encourage effective organisational commitment among employees. Type of Paper: Empirical. Keywords: Employee Engagement; Organisational Commitment; Organisational Communication; Transformational Leadership. Reference to this paper should be made as follows: Moyo, N. 2019. Testing the Effect of Employee Engagement, Transformational Leaderhip and Organisational Communication on Organisational Commitment, J. Mgt. Mkt. Review 4(4) 270 – 287 https://doi.org/10.35609/jmmr.2019.4.4(6) JEL Classification: M10, M12, M19.

Co-operative difference and organizational commitment: The filter of socio-demographic variables

Even though several differences exist between co-operatives and capitalist enterprises, such as the democratic governance style of the co-operatives, both types of enterprises compete with each other. In this context, how can the co-operatives distinguish themselves from private enterprises? Based on the AMO bundles model (for Abilities, Motivation and Opportunity to participate) and on the three-component model of organizational commitment, this study collected data from 578 respondents of financial service co-operatives in eastern Canada. This research had two primary objectives. First, it seeks to examine if employees perceive a co-operative difference through HRM practices which influences their commitment. Second, it aims to evaluate the relations between HRM practices, employees’ perception of a co-operative difference, and their organizational commitment through the influence of some socio-demographic variables. The main findings are that: (1) the employees perceived a co-operative difference through HRM practices that influenced their commitment; (2) the more the employees had work experience, the more they perceived a co-operative difference, and the more they displayed affective and normative commitment; (3) the higher the hierarchical status of the employees, the less they displayed calculative commitment; (4) the employees with union membership displayed lower affective and normative commitment.

Assessing cross-national invariance of the three-component model of organizational commitment

PurposeThe purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries.Design/methodology/approachThe work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, and χ2 tests for randomized response were used, while Cronbach’s α test helped to establish survey instrument validity.FindingsThough certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures.Research limitations/implicationsCultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies.Practical implicationsNational context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model).Originality/valueThis study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.

Employee commitment before and after an economic crisis: A stringent test of profile similarity

Researchers have recently begun to take a person-centered (profile) approach to investigate how the affective, normative and continuance commitment mindsets combine within the three-component model of organizational commitment. The meaningfulness of the profiles identified in this research depends, in part, on evidence that similar profiles emerge across samples, particularly those drawn from a common population. We conducted a particularly stringent test of similarity by comparing profiles for samples of employees drawn from a large Turkish conglomerate prior to ( N = 346) and following ( N = 797) a major economic crisis. Using procedures recently introduced by Morin et al., (2016) we found similarity in the number (seven) and structure of the profiles before and after the crisis; only the distribution of individuals across profiles (i.e. the relative size of the profiles) differed. We also found similarity in the patterns of relations with theoretical antecedent, correlate, and outcome variables, suggesting that a common set of principles might be operating regardless of major differences in the work environment. In addition to providing strong evidence for the meaningfulness of commitment profiles, this study is one of the first to investigate the impact of an economic crisis on employee commitment.

The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines

PurposeThe purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation.Design/methodology/approachData were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses.FindingsOverall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly.Research limitations/implicationsCross-sectional study of Thai employees may limit generalisability of the findings to other contexts.Practical implicationsIn use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context.Originality valueProvide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.

Condições de trabalho, comprometimento organizacional e saúde mental: um estudo no setor da bricolage

Occupational health issues have always been a significant part of the concerns of HR professionals in organizations. With the development of different changes in the modernity of the new millennium, these concerns are even more pressing and need to accompany new occupational health issues as well. One of the questions that concerns us about the spirit is related to the relationship between working conditions, organizational commitment, satisfaction with family and social life, as well as mental health, studying a specific sector with workers in the DIY sector. It is his intention to understand if the Working Conditions are predictive of Organizational Commitment and if these two constructs explain the Social Satisfaction and Mental Health of these workers. The study also seeks to study, through exploratory analysis, the possible influence of some sociodemographic and professional variables in the various constructs evaluated. A total of 190 workers (33.7%) participated in this study, in a universe of 564 employees from organizations selling DIY material from the Northern region of Portugal. Of these, 42.6% (n = 81) were Females and 57, 4% (n = 109) of the Male sex. The study methodology followed a quantitative, descriptive and exploratory approach, using a questionnaire survey. Data collection was done in a single moment through a series of instruments: 1) Work Conditions Questionnaire (qCT); 2) World Health Organization Quality of Life - Bref; 3) Three-Component Model of Organizational Commitment; 4) General Health Questionnaire (GHQ-12); 5) Maslach Burnout Inventory - General Survey (MBI-GS); and 6) Demographic-Professional Card. Their psychometric analysis showed a validity and a very satisfactory fidelity. The results obtained in this study indicate that the Working Conditions are predictive of both Organizational Commitment (mainly affective commitment) and Satisfaction with Social Relations. Organizational Commitment is a significant predictor of better Mental Health (less depression and anxiety), and lesser Burnout indices (greater professional efficacy, less cynicism, and less exhaustion). The Function variable is significantly correlated with Organizational Commitment, Working Conditions and Burnout. Changes that take place in increasingly VUCA environments (Volatile, Uncertain, Complex, Ambiguous) mean that HR professionals need to adopt appropriate solutions to deal with these demanding environments. However, basic issues such as working conditions can not be overlooked and cared for, so that workers can realize their full potential in organizations. On the other hand, it is important to take into account the new configurations of shift work, as well as the working populations that normally perform them, and it is necessary to identify appropriate profiles (chronobiologically) in various HR processes for demanding rhythms and schedules such as the DIY industry. On the other hand, the social and family component of this type of workers has been forgotten, and it is urgent to improve this interface, under the risk of lower productivity and positivity, both organizational and personal. The HR function is in constant transformation and part of this transformation relates to this sensitivity and the need for greater creativity in finding solutions tailored for specific populations such as those in this sector.

Organizational commitment profiles in the Republic of Serbia

The main goal of this study was to investigate which commitment profiles exist among employees in companies in the Republic of Serbia. Another goal was to examine if there were differences in frequences of commitment profiles based on gender, age, organizational tenure, sector and position, as well as if personality traits discriminate different profiles. The starting point was Meyer and Allen's three-component model of organizational commitment, which differentiates three forms of commitment: affective, continuance and normative commitment. Based on sample size of 395 employees, the results showed that there were three different profiles among workers in companies in Serbia: affective/ normative dominant, fully committed and uncommitted. Significant differences in the frequency of profiles were obtained between employees in private and public sector, between managers and workers, as well as differences based on organizational tenure. Extraversion and agreeableness from HEXACO personality model discriminated different organizational commitment profiles the best.

Evaluation of the three-component model of organizational commitment in South Korea

Allen and Meyer's(1990) 3-component model of organizational commitment(OC) was investigated using exploratory structural equation modeling(ESEM) with samples of full-time social workers at social welfare organizations in South Korea. Confirmatory factor analysis(CFA) has been at the heart of testing factor structure of the 3-component model in organizational commitment research wherein each scale of the affective, continuance, and normative commitment is reported to measure conceptually and empirically separable construct. The present study applied ESEM, specifically ‘intra-scale’ and ‘inter-scale’ ESEM, to scrutinize factor structure of the 3-component scales. ESEM methodology uses exploratory approach in that all cross-loadings are estimated between each measure and factors, with uniqueness correlated according to the researcher's hypotheses as in CFA. In this respect, ESEM can be viewed as an open approach to item analysis distinguished from the conventional (closed) approach, such as EFA and CFA. This study provided detailed assessment of the 3-component model through comparisons of factor structures estimated by EFA, CFA and ‘intra’ ESEM, followed by the ‘inter’ ESEM conducted on all other variables(assumed to be similar constructs with or antecedents of OC). As a result, the ‘intra-scale’ ESEM showed a substantially better fit and yielded more discriminated factors(less correlated) than did EFA and CFA that are models for planned scale. The ‘inter-scale’ ESEM revealed how seriously method effect can distort an original factor structure in empirical data measured together with multiple scales of other constructs. Using ESEM has advantages of estimating common factor structures, controlling for common method effect that are typically included in measures in applied research. Also, it allows for much more possibilities that each item can measure multiple constructs so as to reveal more realistic factor structures. Taken together, the present results suggest a need to conceptualize and validate a new scale for organizational commitment reflecting Korean culture.

Evaluation of the Three-Component Model of Organizational Commitment in South Korea: Exploratory Structural Equation Modeling(ESEM) Approach

Allen and Meyer's(1990) 3-component model of organizational commitment(OC) was investigated using exploratory structural equation modeling(ESEM) with samples of full-time social workers at social welfare organizations in South Korea. Confirmatory factor analysis(CFA) has been at the heart of testing factor structure of the 3-component model in organizational commitment research wherein each scale of the affective, continuance, and normative commitment is reported to measure conceptually and empirically separable construct. The present study applied ESEM, specifically ‘intra-scale’ and ‘inter-scale’ ESEM, to scrutinize factor structure of the 3-component scales. ESEM methodology uses exploratory approach in that all cross-loadings are estimated between each measure and factors, with uniqueness correlated according to the researcher's hypotheses as in CFA. In this respect, ESEM can be viewed as an open approach to item analysis distinguished from the conventional (closed) approach, such as EFA and CFA. This study provided detailed assessment of the 3-component model through comparisons of factor structures estimated by EFA, CFA and ‘intra’ ESEM, followed by the ‘inter’ ESEM conducted on all other variables(assumed to be similar constructs with or antecedents of OC). As a result, the ‘intra-scale’ ESEM showed a substantially better fit and yielded more discriminated factors(less correlated) than did EFA and CFA that are models for planned scale. The ‘inter-scale’ ESEM revealed how seriously method effect can distort an original factor structure in empirical data measured together with multiple scales of other constructs. Using ESEM has advantages of estimating common factor structures, controlling for common method effect that are typically included in measures in applied research. Also, it allows for much more possibilities that each item can measure multiple constructs so as to reveal more realistic factor structures. Taken together, the present results suggest a need to conceptualize and validate a new scale for organizational commitment reflecting Korean culture.

The relationship between training and organizational commitment among academicians in Malaysia

Purpose – The purpose of this paper is to address the question “what is the relationship between employees’ perception on training and employees’ organisational commitment?” using the widely accepted theories of three-component model of organisational commitment and training-related variables. Design/methodology/approach – This study utilises the survey methodology approach. The study design is an associational descriptive research designed to identify the relationship between employees’ training measured by five training variables (perceived availability of training, motivation to learn in training, perceived co-worker support for training, perceived supervisor support for training and perceived benefits of training) and employees’ organisational commitment measured by three organisational commitment components (affective commitment, continuance commitment and normative commitment). The target population of this study consisted of academic staffs of one of the faculty in a public university in Malaysia. The name of the University is not disclosed due to the request from the management of the University. Comprehensive sampling approach was used in this survey, whereby the survey was distributed to all the target population. This approach was chosen to ensure higher response rate from the respondents. The target population is academic staff and 60 responses were analysed. Findings – Findings from the study revealed a significant and positive relationship between the training-related variables (availability of training, motivation to learn, co-worker support for training, supervisor support for training and benefits of training) the affective and normative commitment components of the organisational commitment; while a non-significant relationship with continuance commitment. Additionally, the results of the study revealed that the best predictor of affective commitment is co-worker support for training followed by availability of training. For normative commitment, the best predictor was availability of training. Research limitations/implications – Although this study was conducted in the education industry, the results of this study were consistent with previous studies conducted in western countries and the few studies conducted in some Asian countries such as Qatar, China, Australia and Malaysia that are non-education industries. However, the study was conducted in a single university in Malaysia and therefore results of the study may not be generalisable to all higher institutions nor the universities excluded in the sample. The study was limited to academic staffs, and does not involve other employees such as non-academic staff. Therefore the result may not be generalisable to those excluded staff as training policies, skills and knowledge requirement among various staff categories differ. Practical implications – This study has indicated that co-worker support for training and supervisor support of training enhance emotional attachment/sense of belonging (i.e. affective commitment) and loyalty (i.e. normative commitments) among academic staff. Thus in this view the university authority could create an environment where there is a strong encouragement by colleagues and supervisors towards participating in training activities. Supervisors in the context of this study refer to HoDs, Deans, head of research groups, etc. This research has also revealed that availability (or access) to training has a strong relationship with both affective and normative commitments; with availability of training a strong predictor of the former type of commitment. Therefore the university through supervisors can play a role in publicising the availability of training to the academic staff. The university can also design more in-house training and development programmes/activities as well as encourage and financially support external training programmes that will enhance the academic staff teaching and research skills. Such move by the university could be perceived by the academic staff as support and care which ultimately leads to better organisational performance. Originality/value – This is a pioneering study on perception on training towards organisational commitment among academic staff in a public university in Malaysia. The result of this study will spur public universities in Malaysia to find ways to improve their training plan and design to achieve maximum satisfaction among the academician.

The configural approach to organisational commitment: An application in Ghana

Orientation: An emerging stream of research employs a configural or profile approach to the study of organisational commitment, by focusing on and placing individuals at the centre of data analysis. This approach signals the importance of taking a holistic view of individuals’commitment mind-set, unlike the variable-centred approach.Research purpose: To test the theory on profiles of commitment in an African context (Ghana).Motivation for the study: Although the three-component model of organisational commitment has been extended to several regions of Africa, there is a paucity of research on profiles of commitment on the continent.Research approach, design and method: Cross-sectional data from two studies, with samples of 187 and 218, were analysed using k-means clusters. Multivariate analysis of variance (MANOVA) was then used to test the differences amongst profiles in their association with contextual variables, such as pay satisfaction, job security, strike propensity and two demographic factors.Main findings: In the k-means cluster analysis, a six-cluster solution emerged in both studies;the profiles include the highly committed and the uncommitted groups, as well as the profiles based on normative commitment and continuance commitment. Overall, the MANOVA post hoc outcome shows that the highly committed group reports higher mean scores on the positive outcome variables (e.g. job security) than the uncommitted group. Conversely, the uncommitted group scored relatively higher on the negative organisational outcome (propensity to strike). Other mean differences were found in the respective studies on pay satisfaction, collectivism and the demographic factors.Practical/managerial implications: Employing the configural approach to the study of commitment in this region should increase our understanding of the patterns of attachment and their influence on behaviour. Different patterns of attachment exist within the organisation that may be beneficial or detrimental to behaviour on the job. It is, therefore, important for managers to identify these patterns and target organisational policy and resources appropriately.Contribution/value-add: This study applies the concept of commitment profiles to an untested region: an African context. It, therefore, adds to the literature on the generalisability of the typology of commitment profiles.

Consequences of organizational commitment in abolished company sports team - A case study in Japan

The purpose of this study was to show that how the abolishment of company sports team influenced the organizational commitment in employees. In this study, Three-Component Model of Organizational Commitment (Meyer and Allen, 1997) was tested with 16 employees (10 males, 6 females) of T Company in NAGANO prefecture. The average age of the participants was 44, 50 years (SD=±0.85). And from 16 employees, 3 male employees were measured on organizational commitment with interview test. According to the analysis, the relation between organizational commitment in employees and the abolishment of company sports team was not positive significant correlation. Furthermore, results of interview test did not show the relation between organizational commitment in employees and the abolishment of company sports team. However, results of interview test showed the relation with organizational commitment of players in T Company sports team. Consequently, the goal to possess a sports team in T Company was not to boost organizational commitment in employees. In addition, it is necessary to reconsider the correlation among employees engaged in T Company in the future.

Assessing Cross-National Invariance of the Three-Component Model of Organizational Commitment: A Six-Country Study of European University Faculty

This study examined cross-national invariance of Meyer and Allen’s three-component model of organizational commitment using samples of university faculty from six European countries. The analysis revealed strict factorial measurement invariance of affective, continuance, and normative organizational commitment constructs (AC, CC, and NC, respectively). While the samples failed to differ in AC and CC, substantial cross-national differences were found for NC. Results showed an invariant zero correlation between AC and CC, and NC associated positively with affective and continuance components. Procedural justice predicted AC and less strongly NC, but it had no effect on CC. A positive link with job performance was found for AC, a negative one for CC, and no association for NC. Results by and large support the generalizability of the tripartite organizational commitment model to the European context.

Normative commitment in the workplace: A theoretical analysis and re-conceptualization

Among the components of the Meyer and Allen's [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 64−89] three-component model of organizational commitment, normative commitment (NC) has received the least attention. It is sometimes dismissed as a redundant construct that bears many similarities to affective commitment and does not explain work behaviors beyond other components. In this review, we seek to re-establish the theoretical and practical significance of NC. We argue that NC has a dual nature and that it manifests itself differently depending on the strength of other components in an employee's commitment profile. NC can be experienced either as a moral duty or a sense of indebtedness, each having different implications for work behavior. Drawing on theories of perceived organizational support, motivation, psychological contracts, leadership, and culture, the paper justifies the distinction between two “faces” of NC, delineates organizational factors that could promote a more positive interpretation of NC, and proposes an agenda for future research.

The Effects of Commitment of Non-Family Employees of Family Firms from the Perspective of Stewardship Theory

Although commitment is one of the attributes of family firms of continuing interest to researchers, they almost always study it from the perspective of the owning family. In the current work, we analyze the commitment of the non-family employees. We propose a model of commitment, with the aim of studying the implications that this variable may have for family businesses. We study both the aspects on the basis of the approaches of Meyer and Allen’s three-component model of organizational commitment and stewardship theory. Results show that the identification level of non-family employees positively and significantly influences the profitability and the survival or continuity of family-owned businesses. At the same time that their involvement level positively and significantly influences the survival or continuity of family-owned businesses.

Beyond the three-component model of organizational commitment.

This article offers a conceptual critique of the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990) and proposes a reconceptualization based on standard attitude theory. The authors use the attitude-behavior model by Eagly and Chaiken (1993) to demonstrate that the TCM combines fundamentally different attitudinal phenomena. They argue that general organizational commitment can best be understood as an attitude regarding the organization, while normative and continuance commitment are attitudes regarding specific forms of behavior (i.e., staying or leaving). The conceptual analysis shows that the TCM fails to qualify as general model of organizational commitment but instead represents a specific model for predicting turnover. The authors suggest that the use of the TCM be restricted to this purpose and that Eagly and Chaiken's model be adopted as a generic commitment model template from which a range of models for predicting specific organizational behaviors can be extracted. Finally, they discuss the definition and measurement of the organizational commitment attitude. Covering the affective, cognitive, and behavioral facets of this attitude helps to enhance construct validity and to differentiate the construct from other constructs.