Employee—Organization Linkages: An Introduction

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

doi:10.1016/b978-0-12-509370-5.50005-8

Cited by 827 publications

(426 citation statements)

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“…We controlled for job tenure since many factors that predict organizational commitment covary with length of service (Mowday, Porter & Steers, 1982).…”

Section: Resultsmentioning

confidence: 99%

Organizational and client commitment among contracted employees

Coyle‐Shapiro

Morrow

2006

Journal of Vocational Behavior

103

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This study examines affective commitment to employing and client organizations among long-term contracted employees, a new and growing employment classification. Drawing on organizational commitment and social exchange literatures, we propose two categories of antecedents of employee commitment to client organizations. We tested our hypotheses using a survey collected from employees in four UK contracting organizations delivering a service on behalf of a government entity. The results suggest that perceived client organizational support and attractiveness of the client organization relate positively to employees' affective commitment to the client organization. Furthermore, affective contractor commitment explained unique variation in client affective commitment beyond that accounted for by the client-based predictors, suggesting that employees' commitment to their own contracting organization is important to explaining employees' commitment to the client organization. We suggest that a greater reliance on social exchange theory may provide a basis for understanding commitment in its different forms and foci. Organizational and Client Commitment among Contracted Employees AbstractThis study examines affective commitment to employing and client organizations among

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“…We controlled for job tenure since many factors that predict organizational commitment covary with length of service (Mowday, Porter & Steers, 1982).…”

Section: Resultsmentioning

confidence: 99%

Organizational and client commitment among contracted employees

Coyle‐Shapiro

Morrow

2006

Journal of Vocational Behavior

103

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“…There are several organizational characteristics that are positively related to commitment (see (Mowday, Porter and Steers, 1982). Organizational effectiveness seems particularly relevant because of the focus on how well an organization is doing.…”

Section: Commitment: Situational Factorsmentioning

confidence: 99%

“…Researchers have found education to be inversely related to commitment in U.S. firms (Mathieu and Zajac, 1990;Mowday, Porter and Steers, 1982). I would propose that workers possessing high levels of education may have higher expectations, and may then be more committed to their professions than to any one organization.…”

Section: Introductionmentioning

confidence: 99%

“…Generally, it is held that as individuals age, their preference for alternative employment opportunities decreases while personal investments in a firm tend to increase (Allen and Meyer, 1993;Mathieu and Zajac, 1990;Mowday, Porter and Steers, 1982;Gregersen and Black, 1992). If age is highly regarded, it can influence interactions in the workplace (Heusinkveld, 1994).…”

Section: Introductionmentioning

confidence: 99%

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A Longitudinal Study of Assimilated Corporate Culture in Mexico

Peterson¹

2009

jmr

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The paper explores the evolution of organizational commitment (Meyer and Allen, 1993) among workers in a Mexican administrative and production facility for a Fortune 500 MNC. Over four years, there was a transfer of cultural attributes and commitment attitudes from a parent MNC across national borders to the host subsidiary. While the parent MNC had the goal of raising workers' organizational commitment worldwide, this empirical investigation demonstrated that worker commitment increased in the host country, fell and the rose a stable level. Simultaneously, there was a convergence to parent company job attitude levels creating host country attitudinal attributes and a disposition to collective bargaining and entitlement elements towards desire for more satisfying work, better supervision, better pay and benefits plan, more promotion opportunities, and more opportunities for work group action and collegiality.

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“…Career commitment is a dedication to one's "craft, occupation or profession apart from any specific work environment over an extended period of time" (Morrow, 1983, p. 490). Workers can be committed to their careers or jobs despite not being committed to their organizations (Mowday, Porter, & Steers, 1982). When workers have skills that readily transfer to career positions in a variety of organizations, it is likely that these employees may be highly committed to their careers despite possessing a low commitment toward their organization (Darden, Howell, & Hampton, 1989).…”

Section: Employee Characteristics and Taswmentioning

confidence: 99%