Consequences of Employee Commitment, Turnover, and Absenteeism

Mowday, Richard T.; Porter, Lyman W.; Steers, Richard M.

doi:10.1016/b978-0-12-509370-5.50010-1

Cited by 637 publications

(1,008 citation statements)

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“…Traditionally the term commitment tends to be used in a holistic sense in everyday organisational life, although managers generally perceive it as a desirable feature. Commitment is linked to lower absenteeism, lower turnover rates, and increased intention to stay with the firm (See Meyer and Allen, 1997;Mowday et al, 1982;Steers, 1977). Moreover, employees who are highly committed are more likely to "contribute to the organisation in more positive ways than less committed workers" (Aven et al, 1993, p. 63).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The progress of female police officers?

Dick

Metcalfe

2007

International Journal of Public Sector Management

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Purpose -The purpose of this paper is to establish empirically whether there is any foundation in the premise that female officers' lesser tenure and/or lower levels of commitment than men explain their lack of career progress. Although the number of women in UK police forces has grown rapidly, it appears that they continue to be under-represented in senior ranks. Design/methodology/approach -Using whole population surveys of two county police forces in the UK the paper compares the promotion of men and women police officers controlling for tenure. The paper then compares the organisational commitment of male and female officers and analyses whether female officers experience managerial and organisational influences that undermine their organisational commitment compared to men. Findings -The findings refute some of the widespread beliefs about reasons for female officers' lack of progress in their policing careers since the analysis indicates that gender differences in length of tenure and organisational commitment can be discounted as possible explanations for lack of advancement in these two police forces. Overall, the results clearly show that female officers are just as committed as male officers and thus cannot be justified as a reason for lack of career progression. Research limitations/implications -It is accepted that survey methods such as ours do not capture the entirety of employee feelings and responses since they tend to homogenise male and female working experiences. However, survey methods do have the advantage that it is possible to generalise from the results and thus these two studies allow us to suggest that our findings can be viewed as providing insights to other UK police forces. Practical implications -The relatively low levels of organisational commitment found should be a cause for concern for senior managers in the Police. The key importance that management has in influencing organisational commitment has been shown by our findings and this indicates the importance of the current Police Leadership Development Board's agenda to improve workforce management skills to encourage transformational leadership styles. Originality/value -The paper make an original contribution by refuting widely held assumptions about the reasons for under-representation of female officers in senior ranks. It also contributes to the sparse literature that examines organisational commitment in the police and its antecedents.Keywords Gender, Women workers, Police, Career development, United Kingdom (Martin, 1996). Women were largely invisible in that much of crime and police management research focused on offenders and victims (Heidenshohn, 1986(Heidenshohn, , 1992. Alternatively, research in the USA on women and policing in the 1970s and 1980s addressed issues relating to women's physical performance to undertake policing work (Martin and Jurik, 1996). It is only recently that the role and experience of women in the UK police has become the subject of detailed academic scrutiny as the numbers of female ...

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Section: Theoretical Backgroundmentioning

confidence: 99%

The progress of female police officers?

Dick

Metcalfe

2007

International Journal of Public Sector Management

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“…This may be due to perceptions that rewards do not adequately reflect the level of education, knowledge, and skills (DeCotiis and Summers, 1987;Mowday et al, 1982) of the large number of civilians in the middle grade band. At the time of the study, pay for support staff in the middle grade band was 28 per cent to 32 per cent lower than the most likely internal comparison with uniform staff.…”

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confidence: 98%

“…Many studies have revealed that the level of organisational and managerial support an employee feels, their involvement in decision making (Porter et al, 1974;Mowday et al, 1982;Beck and Wilson, 1997) and the amount of feedback received about job performance and job role (Mathieu and Zajac, 1990) influence whether a person has high or low organisation commitment. It is also suggested that bureaucratic work practices often result in negative employee commitment, while a supportive work environment could result in greater commitment and involvement among employees (Brewer, 1993).…”

Section: Managerial Factors Affecting Organisational Commitmentmentioning

confidence: 99%

“…The focus in this study is on the attitudinal approach to organisational commitment. Mowday et al (1982), defined this type of organisational commitment as the``relative strength of an individual's identification with, and involvement in, a particular organisation''. Organisational commitment can thus be seen as the extent to which employees identify with their organisation and managerial goals, show a willingness to invest effort, participate in decision making and internalise managerial values (O'Reilly and Chatman, 1986).…”

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confidence: 99%

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Managerial factors and organisational commitment ‐ A comparative study of police officers and civilian staff

Dick

Metcalfe

2001

International Journal of Public Sector Management

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“…From the point of view of Allen and Meyer (1996), organisational commitment is "a psychological association between employee and organisation; this association persuades the employee to not leave the organisation". Mowday et al (1982) explain employee commitment as "the relative strength of an individual's identification with and involvement in a particular organisation or the behaviour that connects employees to the organisation". Organisational commitment is how loyal the employee feels to the organisation (Mueller et al, 1992;Price, 1997).…”

Section: Organisational Commitmentmentioning

confidence: 99%

Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

Waheed¹,

Mustapha²,

Hadi³

2017

Mediterranean Journal of Social Sciences

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Taking into consideration the limitations of recently published studies, the present study explores the diverse outcomes of HR practices (training being one of them). From a literature-based view, it was found that organisational training improves learning capability in employees if psychological association (the value held) persuades them not to leave the organisation. The relationship between training and organisational performance is explained by employees' performance as well as organisational learning. Findings from this study have practical implications for HR managers and training institutions, and theoretical implications for academics. The formation of intangible assets is a key source of sustainable competitive advantage even in environmental volatility.

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Consequences of Employee Commitment, Turnover, and Absenteeism

Cited by 637 publications

References 0 publications

The progress of female police officers?

The progress of female police officers?

Managerial factors and organisational commitment ‐ A comparative study of police officers and civilian staff

Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

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