Understanding Of Organizational Commitment Research Articles

Organizational commitment: an ever-shifting concept forever changed by COVID-19

ABSTRACT Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that have a significant impact on OC on an international scale. We posit that technology, dynamic markets, and globalization are crucial aspects of OC that are largely omitted by the literature in this domain and should be further examined to enhance our understanding of OC as it pertains to human resources development. We also highlight the profound influence that the COVID-19 pandemic has had on OC from a human resources development perspective across the globe. Implications for practitioners and researchers are discussed.

The Influence of Calling and Perceived Organizational Support on Commitment across Ecclesial and For- profit Organizations

The article adds to an understanding of organizational commitment (OC) by examining how the con- struct varies between church volunteers (N = 89) and for-profit (N = 218) employees in Norway. The study used a non-experimental field-based methodology to analyze data collected cross-sectionally through self-administered questionnaires. A series of two-way analyses of covariance (ANCOVA) was performed to test whether OC differed by type of organization, reporting higher levels of normative commitment (NC) and affective commitment (AC) in ecclesial organizations than in their for-profit counterpart. In addition, a series of hierarchical multiple regression analyses were performed to test whether calling and perceived organizational support (POS) were predictors of OC in both types of organizations. The results confirm previous research showing that POS is an antecedent of NC and AC in for-profit organizations, and expand current commitment theory by showing that this is also the case for AC among church volunteers. The predictive power of calling on commitment was found to be weak in both types of organizations. The limitations of the study are indicated, and suggestions for practice and future research are provided.

Trajectories of organizational commitment

Developmental issues of organizational commitment have received little attention and have been mainly examined through cross-sectional or longitudinal designs which used predefined scales validated in an Anglo-Saxon cultural context. The present study aims to address this gap by examining the developmental processes as well as possible intersections among commitment components as experienced by Greek employees working in a public sector organization. As 25 interviews with employees of different tenure length suggested, employees’ experience of organizational commitment reflected culturally driven values and expectations. Specifically, the notion of organizational commitment was interwoven with that of self-definition. Shifts in employees’ psychological contract were found to follow commitment and self-definitional developments. Moreover, commitments to different work-related foci were intertwined with commitment to the organization in the discourse of less experienced employees, while perceptions of wants and obligations were found to change in nature and were increasingly interwoven as tenure increased. The implications of the study for cross-cultural management lay in furthering our understanding of organizational commitment in a less studied cultural context in management research, while pointing out that cultural diversity constitutes an additional aspect for understanding employees’ commitment to their workplace.

Organizational commitment in an intense competition environment

PurposeThe purpose of this paper is to investigate the effect of market orientation (MO) on organizational performance (OP) through organizational commitment (OC) in the intensely competitive environment of high‐tech industrial clusters. The relationships among MO, OC, and OP are also examined.Design/methodology/approachStructural equation modeling (SEM) was used to analyze the questionnaires completed by employees of 91 high‐tech enterprises (n=335) located in the four science parks in northern, central, and southern Taiwan.FindingsThe results indicate that MO and OC have positive and direct effects on OP. The effect of MO on OP is significantly increased by enhanced OC.Practical implicationsThis study provides corporate managers with valuable knowledge, which can enhance OC and OP. That is, successful organizations must combine the strengths and motivations of internal employees and respond to external changes and demands promptly to demonstrate the organization's value.Social implicationsRegardless how the industrial environment becomes increasingly complex and diverse, OC of employees is still crucial. Only long‐term retention of human capital can sustain operations and enhance OP.Originality/valueThe most valuable contribution of this study is the understanding of OC as a mediator of MO and OP. This indicates that the only factors that guarantee OP are the talents who are willing to commit to the organization. Faced with increasingly severe challenges in the future, the results of this study contribute to existing literature by demonstrating that MO can sustain competitive advantages.

Organizational Commitment in the Hypermarket Industry: Today, Tomorrow, and Days to Come

This study aims at a better understanding of organizational commitment in the hypermarket industry. It focuses on hypermarkets that provide services in Klang Valley, Malaysia; namely, Carrefour, Tesco, and Giant. Specifically, it seeks to measure the commitment level of non-executives in those hypermarkets. A sample of 1,500 non-executives was drawn, from which there were 463 respondents. Data were collected using self-administered questionnaires designed by the researchers. Results showed a positive relationship between organizational commitment and job satisfaction, organizational empowerment and trust, career advancement opportunities, and perceived organizational justice, but showed a negative relationship between education level and organizational commitment; that is, the higher the employee's education, the lower his or her commitment level to the organization.

Organizational Commitment And Turnover Intentions Of Marketing Managers

<span>Previous research has increased our understanding of organizational commitment; however, few researchers have analyzed the antecedents and consequences of organizational commitment of marketing managers. A structural equation model explaining the organizational commitment of 335 marketing managers was developed and tested. Higher levels of distribute justice, job satisfaction, promotional opportunity and seniority were significant predictors of organizational commitment. Marketing managers intention to leave their jobs was highly influenced by their degree of organizational commitment. Kinship responsibility was not a significant predictor in the model.</span>

Etzioni's model of organizational involvement: A perspective for understanding commitment to organizations

AbstractThere are two predominant views of organizational commitment: instrumental and affective. The purpose of the paper is to explore the extent to which an adapted version of Etzioni's macro organizational model of involvement may serve as a single model of both affective and instrumental perspectives of organizational commitment. Moral commitment and alienative commitment are treated as affective forms of organizational attachment, and calculative commitment is treated as an instrumental form of organizational attachment. The paper employs five samples for the investigation. It develops scales for measuring each of the three dimensions of commitment. The paper concludes that organizational commitment is multidimensional. It also concludes that employees report a mixture of commitment types. Evidence is offered in support of the affective character of moral and alienative commitment. Although the evidence is equivocal, there is support for the independence of the two dimensions of affective commitment: moral and alienative. Evidence is also offered for the differential association of the three dimensions of organizational commitment with related aspects of organizational behavior. The paper extends our understanding of organizational commitment by providing a place for both instrumental and affective forms of psychological attachment to organizations. It offers scales which may be used for future research, and it suggests research which may extend the adapted model in this paper as well as provide direction for practising managers.