Commitment with or without a stick of paid work: Comparison of paid and unpaid workers in a nonprofit organization

Vuuren, Mark van; Jong, Menno D.T. de; Seydel, E.R.

doi:10.1080/13594320701693175

Cited by 38 publications

(38 citation statements)

References 23 publications

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“…Literature illustrates that the congruence between organizational and individual values improves levels of organizational commitment (van Vuuren et al, 2008). However, no study has examined whether organizational career offerings, that enhance individual future career prospects are valued by individuals.…”

mentioning

confidence: 99%

Organizational handling of careers influences managers' organizational commitment

Bambacas

2010

Journal of Management Development

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Purpose -This study aims to investigate how the relationship between two aspects of career management -the practice of career development activities by the organization (organizational career development) and career development activities by the individual (career self-management), and affective and normative commitment levels, are influenced by the value that employees place on the career development offerings of their organizations. Design/methodology/approach -Empirical evidence was drawn from 196 manager members of the Australian Institute of Management. Hierarchical moderated regression analysis was used to test the hypothesized relationships of the model. Findings -Levels of affective and normative commitment improved when organizations provided continuous learning to managers. This was the case, for career management both by the individual, and by the organization. In particular, normative commitment was strongest for those who valued the continuous learning they received while managing their own careers. For the group of managers who experienced organizational career development the opposite was the case. Continuous learning provided by the organization improved their levels of affective commitment. Research limitations/implications -Organizations must understand the needs of their staff so that they can provide career management practices that are valued and can enhance their levels of affective and normative commitment. Originality/value -The paper highlights the importance of organizations paying attention to what individuals value so that they may fit with the organization and enhance their commitment to it. It also draws attention to career self-management as a positive organizational initiative.

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confidence: 99%

Organizational handling of careers influences managers' organizational commitment

Bambacas

2010

Journal of Management Development

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“…Often, volunteers are motivated to join organizations on the basis of the compatibility of their individual beliefs and values with the organizational values that are adopted (Amos and Weathington, 2008; Van Vuuren et al, 2008). …”

Section: Discussionmentioning

confidence: 99%

Person-Organization Commitment: Bonds of Internal Consumer in the Context of Non-profit Organizations

2017

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From an Organizational Behavior perspective, it is important to recognize the links generated between individuals and the organization that encourage a desire for permanence. After more than a half century of research, Organizational Commitment remains one of the open questions in the Psychology of Organizations. It is considered an essential factor for explaining individual behavior in the organization such as satisfaction, turnover intention, or loyalty. In this paper, we analyze different contributions regarding the nature of the bond between the individual and the organization. Taking into account the peculiarities of Non-profit Organizations, we present different interpretation for later validation, comparing results from the Confirmatory Factor Analysis of the four models obtained using exploratory factor analysis, both conducted on a sample of 235 members of Non-profit Organizations.

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“…For example, in the studies conducted by Dawley, Stephens, and Stephens, (2005), Boezeman and Ellemers (2007), Moston (2007), and Valeau et al, (2013) the participants were only volunteers in non-profit organizations, while in the study conducted by Vuuren, de Jong, and Seydel (2008), the participants were paid and unpaid worker from non-profit organizations. Therefore, it can be said that there is no reliable organizational commitment measurement yet for all members of the non-profit organization.…”

Section: Introductionmentioning

confidence: 99%

“…Some of the studies show reliable test results (e.g. Vuuren, de Jong, & Seydel, 2008;Valeau, Mignonac, Vandenberghe, & Turnau, 2013) and some do not (e.g. Bright, 2001, Preston & Brown, 2004Dawley, Stephens, & Stephens, 2005;McMurray, Pirola-Merlo, Sarros, & Islam, 2010).…”

Section: Introductionmentioning

confidence: 99%

The Development of Organizational Commitment Scale for Non-Profit Organization

Thohiroh¹,

Kristalindari²,

Nurilla³

et al. 2018

Proceedings of the Universitas Indonesia International Psychology Symposium for Undergraduate Research (UIPSUR 2017)

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The increasing number of non-profit organizations followed by the needs of having committed members and also the weaknesses in the existing instruments of organizational commitment encourages the development of a Non-Profit Organizational Commitment Scale (NPOCS). NPOCS was developed based on Three-Component Model, a model implying that commitment towards an organization consists of three components; affective, normative, and continuance aimed to describe organizational commitment in the non-profit context. Participants are 74 members of non-profit organizations in Greater Jakarta area. NPOCS consist of 45 items by using a 4-point Likert scale. The reliability testing using Cronbach's alpha showed that NPOCS has high internal consistency, either total (α = .89) or each component (α affective commitment = .82; α normative commitment = .78; and α continuance commitment = .76). The validity testing using concurrent validity with turnover intention as its criterion suggested that NPOCS is valid in describing current trend of turnover intention in members of the non-profit organization, either total or each component (p<0.05). The result from item discrimination analysis indicates that most items in NPOCS could distinguish individuals who have high and low organizational commitment. From all the psychometric analysis of NPOCS, 30 best items were selected.

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Commitment with or without a stick of paid work: Comparison of paid and unpaid workers in a nonprofit organization

Cited by 38 publications

References 23 publications

Organizational handling of careers influences managers' organizational commitment

Organizational handling of careers influences managers' organizational commitment

Person-Organization Commitment: Bonds of Internal Consumer in the Context of Non-profit Organizations

The Development of Organizational Commitment Scale for Non-Profit Organization

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