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

There 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.     

Job satisfaction and organizational continuance commitment: a two-wave panel study

The temporal relationship between job satisfaction and organizational continuance commitment over 13 months was examined in 295 professional employees of a British engineering company using LISREL with latent variables analysis. The cross-lagged path coefficients in the LISREL models were not significantly positive, suggesting that the relationship between these two variables was spurious and due to error variance. Test–retest coefficients for both variables were moderately positive, showing that the relative ranking of individuals on these variables was fairly stable over time.     

The dimensions of organizational commitment

The dimensionality of the concept organizational commitment, formulated by Porter, Steers, Mowday and Boulian in 1974 and later by Cook and Wall in 1980, is explored by metric and non-metric methods among industrial workers in Israel. A distinction is established between loyalty to the employing organization and identification with and readiness to exert effort on its behalf. This is a distinction between passive and active organizational commitment, hidden in the original additive scales, that could prove useful in understanding the behavior of different populations of industrial workers.     

The consequences of organizational commitment: Methodological investigation

Extensive research on the consequences of organizational commitment (OC) has been conducted over the past decade. The purpose of this paper is to summarize empirical evidence about the relationship between OC and work outcomes and to examine the effect of methodological decisions on the OC–work outcome relationship. A meta-analysis of 35 studies of the OC–work outcome linkage reveals that the overall empirical relationship between OC and outcome variables is generally weak, but positive. While subgroup analyses reveal that conceptualization, research design, sampling, operationalization and observation technique decisions have a definite impact on the OC–work outcome correlation, the relationship remains essentially weak. Multiple regression analysis reveals that the type of work outcome and methodological decisions explain only 19 per cent of the variance in the OC–work outcome relationship, with conceptualization decisions having the largest impact.     

A model of the antecedents of early union commitment: The role of socialization experiences and steward characteristics

The present study aimed at investigating the influence of shop steward characteristics and early union socialization experiences on new members' attitudes toward unions and their affective commitment to the union. Two thousand surveys were mailed to the most recent members of the National Association of Letter Carriers. Of these, 658 (33 per cent) were returned. Focusing on those individuals who had joined the union within the past 12 months yielded a usable sample of 585. A two-stage, structural equation modeling approach indicated a satisfactory goodness-of-fit for both the measurement and structural models. Individual socialization experiences significantly affected union attitudes. The latter variable was a significant predictor of union commitment. These results are discussed in the context of the organizational socialization literature and union commitment research.     

Determinants of organizational commitment in working women: Some implications for organizational integration

This study proposed and examined determinants of organizational commitment in working women. Among the selected determinants of role stress, personal characteristics, and satisfaction with various aspects of the organization, satisfaction with promotional opportunities was die best predictor of commitment. Experienced role stress was the second best determinant, although the observed relationship was inverse. Other variables such as age, education, and need for achievement, found to be antecedents of organizational commitment in earlier empirical studies, failed to predict commitment in this heterogeneous sample of working women. Findings were discussed in terms of the implications for further research and theory development in the area of organizational commitment as well as for the integration of women into modern work organizations.     

Antecedents of organizational commitment across occupational groups: A meta-analysis

This meta-analysis examines whether the relationships between organizational commitment (OC) and its antecedents differ across occupational groups. Two models representing different antecedents are proposed: the member model, presented by the personal variables, and the organization model, presented by role related, structural and work experiences variables. The study is based on 98 samples with correlational data for the relationships between OC and its antecedents. The total sample was divided into two main occupational groups: white collar employees, subdivided into professionals and nonprofessionals, and blue collar employees. The findings reveal that in general the relationship between OC and personal antecedents, representing the member model, is stronger for blue collar and nonprofessional white collar employees than for professional employees. For the role-related, structural, and work experiences antecedents, representing the organization model, differences among the occupational groups were found to be less consistent. In general, the findings demonstrate that the member and the organization model operate differently for varying occupational groups. The findings are discussed in terms of the need for elaboration of the existing explanations for the development of OC.     

Profiles of commitment: An empirical test

Prior research has demonstrated the importance of distinguishing among foci and bases of commitment. Foci of commitment are the individuals and groups to whom an employee is attached, and bases of commitment are the motives engendering attachment. This study uses distinctions among foci and bases of commitment to develop four profiles of commitment, and examines the extent to which differences in these patterns predict other variables. Cluster analysis of 440 employees suggests the following profiles: (1) The Locally Committed (employees who are attached to their supervisor and work group), (2) the Globally Committed (who are attached to top management and the organization), (3) the Committed (who are attached to both local and global foci), and (4) the Uncommitted (who are attached to neither local nor global foci). The profiles are differentially related to intent to quit, job satisfaction, prosocial organizational behaviors, and certain demographic and contextual variables. Implications of these findings for theory and practice are discussed.     

Alumni and their alma mater: A partial test of the reformulated model of organizational identification

Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.     

An examination of antecedents to coal miners' hearing protection behaviors: a test of the theory of planned behavior

PROBLEM: The National Institute for Occupational Safety and Health's [NIOSH] National Occupational Research Agenda (DHHS Publication No. 96-115) reports that approximately 50% of miners will experience hearing loss by age 50, compared to only 9% of the general population. The present investigation examines three antecedents believed to be associated with miner's use of hearing protection. METHOD: A posttest-delayed-posttest-control group field research design was employed to assess antecedents toward wearing hearing protection. RESULTS: Following the initial posttest, miners' attitudes and subjective norms were antecedents to intentions to wear hearing protection devices. Also, intentions toward wearing hearing protection predicted hearing protection behaviors. Approximately six weeks later, miners' attitudes and perceived behavioral control were each significant predictors of intentions to wear hearing protection and again, intentions were positively associated with hearing protection behaviors. IMPACT ON INDUSTRY: Our results indicate that appeals to normative influences may be the most effective antecedent to employ when persuading coal miners to wear hearing protection. However, messages designed to impact attitudes and perceived behavioral control were also effective.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

The role of perceived system knowledge in predicting appraisal reactions,job satisfaction,and organizational commitment

There is a very large research base in Applied Psychology on the importance of affective reactions on organizational functioning. Likewise, performance appraisal has been a heavily researched area within the field. The present field studies attempt to bridge our understanding of these two areas by studying the relationship between performance appraisal process variables and employee affective reactions. In particular, the current studies examine the effects of a relatively new performance appraisal variable, Perceived System Knowledge (Williams and Levy, 1992), on appraisal reactions and job attitudes. In both studies, there was a strong relationship between employees' levels of perceived system knowledge and their appraisal reactions and job attitudes. In Study 1, when controlling for performance rating, PSK was positively related to appraisal reactions, job satisfaction, and organizational commitment. The findings from Study 1 were replicated in the second study which employed a longitudinal design. In addition, Study 2 found a relationship between PSK and fairness perceptions. Implications for these results and suggestions for approaching performance appraisal from an organizational perspective are proposed. © 1998 John Wiley & Sons, Ltd.     

Work stress and problem alcohol behavior: a test of the spillover model

Although previous research has found weak support for the model of stressful work ‘spilling over’ to negative coping responses during nonwork hours, we argue that a variety of conceptual and methodological problems may partially explain the weak and inconsistent findings. Two important shortcomings are inadequately specified models and a failure to consider nonescapist responses to job-related stress. We therefore propose that there may be escapist (i.e. increased drinking, working through job dissatisfaction for those who believe that alcohol consumption is an effective means to reduce stress) and nonescapist (i.e. decreased drinking for those who are dissatisfied with their jobs but do not believe alcohol is an effective coping strategy) responses to work stress. These hypotheses were tested on a sample of 972 production workers in the Pacific northwest. Results show moderate support for the existence of both escapist and nonescapist responses to job-related stresses. © 1998 John Wiley & Sons, Ltd.     

Influences on the quality of supervisor–subordinate relations: The role of time-pressure,organizational commitment,and locus of control

Despite a growing literature devoted to the study of differences in the quality of leader–member exchange, little empirical evidence is available concerning factors that influence the degree of differentiation among leader–member dyads on the dimension of quality of working relationships. As time-pressure has been suggested as one potential influence, the impact of time-based stress on leader–member exchange was examined with a sample of 138 loan officers representing 24 bank branches. Results indicated that unit-level variability on leader–member exchange was inversely related with time-based stress, while unit-level mean on leader–member exchange was positively related with time-based stress. Additionally, leader–member exchange acted as a mediator of the relation between employee locus of control (a suspected antecedent of dyadic quality) and organizational commitment (a suspected outcome), while employee locus of control correlated with leader–member exchange, and leader–member exchange correlated with employee organizational commitment. The results suggest the usefulness of considering time-based stress in conjunction with current models of leadership.     

Managers' reactions to a corporate acquisition: A test of an integrative model

Drawing upon previous theoretical and empirical work on mergers and acquisitions, survivors' reactions to layoffs, organizational stress, and perceived personal control, we proposed a structural model of managers' reactions to the acquisition of their company. The model was evaluated on the basis of survey data collected from a sample of middle-level managers (N=91) whose company was acquired through a hostile takeover by another company. Both were Fortune 500 companies. Though most variables were measured 16 months after the initial implementation phase of the merger, manifest indicators of change in job control were measured twice: at the beginning of the implementation phase and 16 months later. Mixed latent/manifest variable structural equations analyses provided results that were generally consistent with the proposed model. Implications of the results as well as suggestions for future research are discussed.     

Justice constructs,negative affectivity,and employee deviance: a proposed model and empirical test

This study tests a model that uses organizational justice variables and the personality trait of negative affectivity to explain two forms of deviant employee behavior. Prior research suggests that deviance can be directed interpersonally or against organizations. We propose a model that links unfavorable perceptions of distributive, procedural, and interactional justice, as well as the dispositional trait of negative affectivity, to both types of deviant acts. To test the model, a survey was distributed to employees from a government agency and an international manufacturer of paper products. Responses to the survey were analysed using structural equation modeling to evaluate the fit of the theoretical model to the data. Results showed that the model fits the data well and that nearly all of the hypothesized relations among constructs were supported. Implications of the results for the prediction and control of deviant behavior are discussed and future research directions are offered. Copyright © 1999 John Wiley & Sons, Ltd.     

Underwater LNG release test findings: Experimental data and model results

An underwater LNG release test was conducted to understand the phenomena that occur when LNG is released underwater and to determine the characteristic of the vapor emanating from the water surface. Another objective of the test was to determine if an LNG liquid pool formed on the water surface, spread and evaporated in a manner similar to that from an on-the-surface release of LNG.A pit of dimensions 10.06 m × 6.4 m and 1.22 m depth filled with water to 1.14 m depth was used. A vertically upward shooting LNG jet was released from a pipe of 2.54 cm diameter at a depth of 0.71 m below the water surface. LNG was released over 5.5-min duration, with a flow rate of 0.675 ± 0.223 L/s. The wind speed varied between 2 m/s and 4 m/s during the test.Data were collected as a function of time at a number of locations. These data included LNG flow rate, meteorological conditions, temperatures at a number of locations within the water column, and vapor temperatures and concentrations in air at different downwind locations and heights. Concentration measurements were made with instruments on poles located at 3.05 m, 6.1 m and 9.14 m from the downwind edge of the pit and at heights 0.46 m, 1.22 m, and 2.13 m. The phenomena occurring underwater were recorded with an underwater video camera. Water surface and in-air phenomena including the dispersion of the vapor emanating from the water surface were captured on three land-based video cameras.The lowest temperature recorded for the vapor emanating from the water surface was −1 °C indicating that the vapor emitted into air was buoyant. In general the maximum concentration observed at each instrument pole was progressively at higher and higher elevations as one traveled downwind, indicating that the vapor cloud was rising. These findings from the instrument recorded data were supported by the visual record showing the “white” cloud rising, more or less vertically, in air. No LNG pool was observed on the surface of water. Discussions are provided on the test findings and comparison with predictions from a previously published theoretical model.     

一种新型电除尘器的半工业性试验

论述小断面六角形通道电除尘器的结构特点及其半工业性试验结果.