An event-based perspective on the development of commitment

Bergman, Mindy E.; Benzer, Justin K.; Kabins, Adam H.; Bhupatkar, Alok; Panina, Daria

doi:10.1016/j.hrmr.2012.07.005

Cited by 15 publications

(14 citation statements)

References 44 publications

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“…However, research suggests even then, employee commitment tends to rebound somewhat after such shocks (Allen, Freeman, Russell, Reizenstein, & Rentz, ; Roe et al, ). AC could also increase more slowly over time as a result of a “creep” process whereby a slow accumulation of minor negative events tempers the rise in one's commitment level (Bergman, Benzer, Kabins, Bhupatkar, & Panina, ). However, due to positive social adjustments and dissonance reduction, the “creep” processes, while not a surefire one‐way ratchet towards higher commitment, should tend to build AC more than its erosion, especially given the generally durable and resilient nature of evaluative affective attachments (Solinger et al, ).…”

Section: Discussionmentioning

confidence: 99%

How affective commitment to the organization changes over time: A longitudinal analysis of the reciprocal relationships between affective organizational commitment and income

Gao-Urhahn

Biemann

Jaros³

2016

J Organ Behavior

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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.

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Section: Discussionmentioning

confidence: 99%

How affective commitment to the organization changes over time: A longitudinal analysis of the reciprocal relationships between affective organizational commitment and income

Gao-Urhahn

Biemann

Jaros³

2016

J Organ Behavior

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“…Studies of the causes of workplace commitments have so far focused on either antecedents of commitment or bases of commitment, rather than the development of commitment (Bergman et al, 2013). Organisational commitment is not eternal nor an unchanging employee phenomenon (Beck & Wilson, 2001) and from that perspective, it is important to understand the mind mechanisms that affect the process of change.…”

Section: Theoretical Background Organisational Commitment and Non-fammentioning

confidence: 99%

“…Organisational commitment is not eternal nor an unchanging employee phenomenon (Beck & Wilson, 2001) and from that perspective, it is important to understand the mind mechanisms that affect the process of change. Events like organisational change have directly impacted employee commitment (Bergman et al, 2013) and FBS should be viewed more as an organisational change (Ip & Jacobs, 2006).…”

Section: Theoretical Background Organisational Commitment and Non-fammentioning

confidence: 99%

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Could Acceptance Predict Commitment in Organisational Change? Impact of Changes Caused by Succession From the Viewpoint of Non-family Employees in Small Family Firms

Savolainen¹

2016

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Family business predecessor announced to staff that with his son, he is going to commence a succession process in the family firm. Two of the key employees rose and announced their intention to leave the company after the predecessor passed leadership of the firm to successor. In a firm with a total number of nine employees, such a situation can prove catastrophic. Why did these employees react that way? What is behind their motivation? Using these two employees as examples, this study discusses the elements which influence the development and continuance of employees' organisational commitment. Inspired by the example, this study gives answers by means of qualitative research methods to the following research questions: Could acceptance predict the development and continuation of organisational commitment during a process of organisational change and how do the concepts of psychological acceptance adaptation and organisational commitment link together in employee cognitive processing during organisational change? The empirical setting of this study includes seven small family firms and the study has carried out an overview of family business succession (FBS) from the viewpoint of non-family employees in Finnish and Irish family firms. Results of the study indicate how employees' commitment forms and changes during a certain change process. A key element for development and the continuance of commitment is acceptance. As an outcome of this paper, a new model will be developed where acceptance, adaptation, and commitment (AAC-model) are combined, in essence, three dimensions (functional, legal-economic, and psychological) of changes in FBS.

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“…Given that recent theory discusses commitment as a dynamic phenomenon, it should be studied with longitudinal designs where change in commitment is focus of prediction. In fact, prior reviews have shown that many unanswered questions remain with regard to predicting change in commitment (e.g., Bergman, Benzer, Kabins, Bhupatkar, & Panina, ; Morrow, ). Newcomer socialization is an especially interesting setting for predicting change in affective organizational commitment (AOC).…”

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confidence: 99%

Which factors make the difference for explaining growth in newcomer organizational commitment? A latent growth modeling approach

2016

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SummaryPrevious studies on newcomer socialization have evidenced quite consistently that newcomers' affective commitment tends to decline in the first years of employment. In this paper, we attempt to explain why a minority of Brazilian newcomers in a governmental organization (N = 194) display growth in commitment (33 per cent) in the first 3 years of employment, despite the fact that the odds are clearly in favor of decline (62 per cent). We reasoned that the minority displaying growing commitment may have had qualitatively different work experiences or would have different personal characteristics. We used latent growth modeling and post hoc tests to analyze the hypotheses. Concerning individual differences, newcomers with growing commitment were on average older but did not have higher work centrality. Concerning work experiences, newcomers whose training matched the job (high person-job fit) and whose tasks were challenging were more prevalent in the growing commitment group. The newcomers who showed declining commitment were more likely to feel overwhelmed by the amount of work in the new role (high role overload) and were typically not promoted to higher ranks. Change in commitment also predicted self-reported performance (productivity and initiative) 3 years after organizational entry.

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An event-based perspective on the development of commitment

Cited by 15 publications

References 44 publications

How affective commitment to the organization changes over time: A longitudinal analysis of the reciprocal relationships between affective organizational commitment and income

How affective commitment to the organization changes over time: A longitudinal analysis of the reciprocal relationships between affective organizational commitment and income

Could Acceptance Predict Commitment in Organisational Change? Impact of Changes Caused by Succession From the Viewpoint of Non-family Employees in Small Family Firms

Which factors make the difference for explaining growth in newcomer organizational commitment? A latent growth modeling approach

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