Dimensionality of Cook and Wall's (1980) British Organizational Commitment Scale revisited

Mathews, Brian P.; Shepherd, Jeryl L.

doi:10.1348/096317902320369767

Cited by 75 publications

(62 citation statements)

References 11 publications

(17 reference statements)

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“…As per Vakola et al (2003), organizational commitment can be described as employees' desire to make more effort on their organization and their willingness for preserving their bond with the organization. According to Mathews and Shepherd (2002), there are four characteristics of employees who are committed to their organizations; (1) hold strong feelings about the organization's goals and values, (2) have great acceptance on it, (3) willingness to give great effort on behalf of the organization, and (4) willingness to maintain the membership with the organization.…”

Section: Employee Readinessmentioning

confidence: 99%

Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

Samaranayake¹,

Takemura²

2017

EJBE

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Section: Employee Readinessmentioning

confidence: 99%

Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

Samaranayake¹,

Takemura²

2017

EJBE

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“…Organizations are very much concerned about knowing about the level of commitment of an employee toward the organization. (Mathews and Jerry, 2002), defined organizational commitment as a belief interiorized by employees. (Meyer et al, 2006) also defined organizational commitment as "a force that binds an individual to a target (social or non-social) and to a course of action of relevance to that target".…”

Section: Organizational Commitmentmentioning

confidence: 99%

Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund

Alamri¹,

Al-Duhaim²

2017

IJBA

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The aim of this study is to examine employees perception of training provided by Saudi Industrial Development Fund (SIDF) and its relationship with organizational commitment. To achieve this aim, the study utilized a questionnaire consists of two validated, well established, international instruments: the first one is the perceived availability of training developed by Newman et al., (2011) and includes 22-item inventory that measures an individual on the training, the second instrument called commitment scale developed by Allen and Meyer, (1996) and includes 18-item inventory to identify a person's commitment. This questionnaire has been distributed to a simple random sample consist of (200) employees of Saudi Industrial Development Fund. A total of (175) complete questionnaires has been received back at a response rate of (87%). After analyzing data and testing hypotheses, the main results of this study are: There is a positive relationship between five training-related variables and affective commitment. There is a positive relationship between two training-related variables (the perceived availability of training and perceived supervisor support for training) and two commitment-related variables (continuance and normative commitment).  There is a negative relationship between perceived co-worker support for training and two commitment-related variables (continuance and normative commitment).  There is no relationship between two training-related variables (the perceived benefits of training and motivation to learn) and two commitment-related variables (continuance and normative commitment).

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“…This is defined as a conviction internalized among members of staff which forms part of their mental being (Mathews & Shepherd, 2002). It centers on areas relating to personal values, career status and opportunities, work participation and vocational development.…”

Section: Organizational Commitmentmentioning

confidence: 99%

Impact of Budgetary Participation and Organizational Commitment on Managerial Performance in Nigeria

Oluwalope¹,

Sunday²

2017

AFR

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Following the prevailing uncertainties in Nigerian business environment, managers and stakeholders require the need to be poised, prepared and plan to compete favourably under the rapidly shifting condition in order to remain relevant and profitable. This study examines the relationship between budget participation, organizational commitment and managerial performance in Nigeria. Primary data were obtained from copies of questionnaire distributed to members of staff at managerial levels at Nestle NIG-food, Nigerian Breweries-drinks, Flour mills-food, 7up Bottling company-drinks, Cadbury-food, Unilever-food, Vitafoam NIG-others categorized based on the nature of their business and analysed through use of Statistical Package of Social Science (SPSS, Version 20) as correlation and regression were used to evaluate relationships among variables. Findings revealed that participation in budget activities and commitment to work done by individuals in an organization positively impacts managerial performance, hence this assertion cannot be overlooked or ignored as it supports the empirical body of positive impacts. It is therefore recommended that organizations should engage in activities that will promote budget participation and commitment and also consider other processes and events that could be explored upon towards enhancing managerial performance.

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Dimensionality of Cook and Wall's (1980) British Organizational Commitment Scale revisited

Cited by 75 publications

References 11 publications

Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

Employee Readiness for Organizational Change: A Case Study in an Export Oriented Manufacturing Firm in Sri Lanka

Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund

Impact of Budgetary Participation and Organizational Commitment on Managerial Performance in Nigeria

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