An examination of organizational and team commitment in a self-directed team environment.

Bishop, James W.; Scott, K. Dow

doi:10.1037/0021-9010.85.3.439

Cited by 275 publications

(191 citation statements)

References 60 publications

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“…Second, we suggest that job interdependence encourages the expression of interdependent self-construals at work and helps people with higher interdependent self-construals to engage in work unit-oriented proactive behavior. Job interdependence refers to the extent to which employees must depend on others' work and interact with others to complete their jobs (Bishop & Scott, 2000;Kiggundu, 1983). High job interdependence provides strong signals to employees that they should be aware of both colleagues at work and their own contributions to the group (Morris & Steers, 1980).…”

Section: Interaction Effect Of Self-construal and Work Characteristicsmentioning

confidence: 99%

“…Furthermore, it is likely to be critical for those high in independent self-construals to shape their work tasks for their career development. We used three items assessing job interdependence from Bishop and Scott (2000). The response scale ranged from 1 ("strongly disagree") to 5 ("strongly agree").…”

Section: Work Characteristics We Used Three Items Assessing Job Automentioning

confidence: 99%

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When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Parker

et al. 2018

AMJ

113

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LSE has developed LSE Research Online so that users may access research output of the School. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LSE Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain. You may freely distribute the URL (http://eprints.lse.ac.uk) of the LSE Research Online website. This document is the author's final accepted version of the journal article. There may be differences between this version and the published version. You are advised to consult the publisher's version if you wish to cite from it. 1 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICS ABSTRACTWhen and why do people engage in different forms of proactive behavior at work? We propose that, as a result of a process of trait activation, employees with different types of self-construal engage in distinct forms of proactive behavior if they work in environments consistent with their self-construals. In an experimental Study 1 (N = 61), we examined the effect of self-construals on proactivity and found that people primed with interdependent self-construals engaged in more work unit-oriented proactive behavior when job interdependence also was manipulated. Priming independent self-construals did not enhance career-oriented proactive behavior, even when we manipulated job autonomy. In a field Study 2 (N = 205), we found that employees with interdependent self-construals working in jobs with high interdependence reported higher work unit commitment and higher work unit-oriented proactive behavior than employees in low interdependent jobs. Employees with independent self-construals working in jobs with high autonomy also exhibited stronger career commitment and more career-oriented proactive behavior than those in jobs with low autonomy. This research offers a theoretical framework to explain how dispositional and situational factors interactively shape people's engagement in different forms of proactive behavior.Keywords: Self-construal, Job design, Proactive behavior, Trait activation, Commitment 3 WHEN AND WHY PEOPLE ENGAGE IN DIFFERENT FORMS OF PROACTIVE BEHAVIOR: INTERACTIVE EFFECTS OF SELF-CONSTRUALS AND WORK CHARACTERISTICSThere is a pressing need for proactive behavior in today's global work context (Crant, 2000).It has become increasingly important to anticipate opportunities and initiate actions to operate effectively in complex and uncertain work environments (Campbell, 2000;Griffin, Neal, & Parker, 2007). Consequently, scholars have investigated proactive behavior, defined as "self-initiated and future-oriented action that aims to change and improve the situation or oneself" (Parker, Williams, & Turner, 2006, p. 636 Although researchers who focus on co...

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Section: Interaction Effect Of Self-construal and Work Characteristicsmentioning

confidence: 99%

Section: Work Characteristics We Used Three Items Assessing Job Automentioning

confidence: 99%

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Parker

et al. 2018

AMJ

113

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“…eficial to obtain knowledge of how people feel and react to their work and the relationship of various feelings and perceptions (Spector 1994 in Bishop andScott 2000). It is also clearly stated that the reason for using the self-reporting method is crucial to the purpose of the study.…”

Section: Resultsmentioning

confidence: 99%

Coworker Exchange, Leader-Member Exchange, and Work Attitudes:P A Study of Coworker Dyads

Wikaningrum

2007

GADJAH MADA INT. J. BUS.

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The purpose of this study is to examine how leader-member exchange (LMX) similarity might affect exchange quality between coworkers. This research also investigates the relationships of LMX and CWX (coworker exchange) to employees’ organizational commitment and job satisfaction. Each respondent from 76 nurses at three hospitals in Semarang were asked to rate the quality of the relationship he/she had with his/her supervisor, resulting in 76 LMX ratings. They were also asked to rate the quality of their relationships with each of their coworkers. A dyad was created where we had complete information on two employees rating one another. Once paired, a total of 146 dyads with complete LMX, CWX, and work attitude data were acquired. The results of this research indicate that the interaction between two coworkers’ LMX scores predicts CWX quality for the coworker dyad. After controlling for CWX, LMX quality is positively related to job satisfaction, but not to organizational commitment. Furthermore, after controlling for LMX, a greater diversity in a worker’s CWX relationship is negatively associated to his/her organizational commitment, but not to his/her job satisfaction. The interaction of CWX quality and CWX diversity, however, does not predict work attitude.

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“…Generally, previous findings (e.g. Beck and Wilson, 2000;Bishop and Scott, 2000;Rafferty and Griffin, 2009;Sagie,1998) have also shown that organisations benefit from a workforce that has a high level of job satisfaction and organisational commitment as the employees tend to be absent less, make positive contributions and stay with the organisation. Thus, an understanding of the relationship between work group identification and, job satisfaction and organisational commitment is desirable.…”

Section: Overview Of Research About Work Group Identification and Hypmentioning

confidence: 98%

Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong

Chiu

2013

CEB

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Though extant literatures in other sectors point to the fact that job satisfaction and organisational commitment are important for determining individual and organisational outcomes, limited related research has been conducted amongst Hong Kong quantity surveyors. Given cooperative working arrangement in the profession, work group identification is regarded as an important antecedent for determining job satisfaction and organisational commitment. The aim of this study is to examine whether work group identification improves job satisfaction and organisational commitment. A questionnaire survey is conducted to collect data from quantity surveyors working in private sector. A total of 71 valid responses are obtained from 509 contacted quantity surveyors in Hong Kong and used for the study. Bivariate correlation and multiple regression analyses are performed for indicating the significance of relationships amongst the variables. Data analysis results support most hypotheses. Work group identification is found to have significant positive influence on job satisfaction, affective and normative commitment. The finding is a step for surveying companies towards improving quantity surveyor's job satisfaction and commitment level. The roles of other contextual and organisational factors on job satisfaction and organisational commitment need to be subject to future research.

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An examination of organizational and team commitment in a self-directed team environment.

Cited by 275 publications

References 60 publications

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

When and Why People Engage in Different Forms of Proactive Behavior: Interactive Effects of Self-construals and Work Characteristics

Coworker Exchange, Leader-Member Exchange, and Work Attitudes:P A Study of Coworker Dyads

Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong

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