Despite many investigations concerning the outcomes of affective organizational commitment (AC) in the workplace, very few studies so far have analyzed the long-term development of AC within individuals over time. Existing research either focused on individuals' initial employment stage or was restricted to a specific organizational context. To provide supplemental evidence, we examined the development of AC over 6 years in a group of employees that had passed their initial year of employment. Results from a factorial-invariant latent change score model with 1004 individuals from different organizations in Korea indicated an overall increase of AC over time. To further explore why individuals differ in their growth patterns, we related intra-individual changes of AC to individuals' income in two aspects: levels and changes. Cross-lagged regression models firstly revealed positive reciprocal relationships between AC level and income level, showing an individual accumulation of AC over time. Furthermore, the study showed a significantly positive impact of income changes on AC changes, but not vice versa, illustrating the transition of AC at the individual level. Theoretical and practical implications of these findings are discussed, revealing future research on the development of commitment.Affective organizational commitment (AC) captures how employees attach to, identify with and get involved in the organization (cf.

While a positive relationship between corporate social responsibility (CSR) and employee outcomes has been widely researched, most studies have been conducted in a Western context and for white-collar employees. Thus, little is known about Chinese blue-collar workers’ reactions to CSR. In two studies, we investigated the outcomes of internal CSR for blue-collar workers in the Chinese manufacturing industry. In the cross-sectional study, we found that perceived internal CSR is positively related to job satisfaction, trust in management, and perceived supervisory support. To further disentangle cause-and-effect relationships, we conducted a field experiment. The results show that internal CSR information increases performance quantity and lowers complaints, but also lowers performance quality and does not affect workers’ voice behavior. Our results further reveal that workers’ attitudes toward ethics and social responsibility are an important moderator which strengthens some of the hypothesized effects.

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