Gender and attitudinal commitment to organizations: A Meta-analysis

Aven, Forrest F.; Parker, Barbara; McEvoy, Glenn M.

doi:10.1016/0148-2963(93)90043-o

Cited by 122 publications

(108 citation statements)

References 27 publications

Supporting

Mentioning

101

Contrasting

Unclassified

Order By: Relevance

“…Marsden et al (1993) asserted that men and women present similar levels of organizational commitment if they work under equivalent work conditions. According to the meta-analysis of studies that investigated the relevance of organizational commitment and gender, there are no significant difference among men and women whenever organizations treat all staff fairly (Aven, Parker & McEvoy, 1993). Furthermore, some other scholars found that there is no relationship between organizational commitment and gender differences (Aven, Parker & McEvoy, 1993;Savicki, Cooly & Gjesvold, 2003;AI-Ajmi, 2006).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Furthermore, gender has been considered in organizational commitment literature from two aspects: the job model and the gender model (Aven, Parker, & McEvoy, 1993). The job model approach indicated that there are no differences in the work attitudes of males and females; and work attitudes of men and women extended in similar ways (Loscocco, 1990).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Appraising the Impact of Gender Differences on Organizational Commitment: Empirical Evidence from a Private SME in Iran

Khalili¹,

Asmawi²

2012

IJBM

View full text Add to dashboard Cite

Employee commitment is one of the most important elements that help organizations to achieve their goals. This study investigates the impact of gender differences on organizational commitment.108 employees of a private small and medium enterprise (SME) company in Iran are randomly selected for this study. The organizational commitment instrument used in this research is adopted from the Allen and Meyer (1990) scale. Based on this scale, three organizational factors (affective commitment, continuance commitment and normative commitment) are evaluated. The findings indicate that men and women have the same level of affective commitment, continuance commitment, and an overall organizational commitment. However results reveal that women have a greater level of normative commitment than men within the SME.

show abstract

Section: Hypothesis Developmentmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

Appraising the Impact of Gender Differences on Organizational Commitment: Empirical Evidence from a Private SME in Iran

Khalili¹,

Asmawi²

2012

IJBM

View full text Add to dashboard Cite

show abstract

“…For example, Mathieu and Zajac's (1990) research indicates that women in the USA tend to be more committed to their organizations than men. Explanations for this finding are that jobs are more difficult to find; there are fewer options presented for employment; and that there are obstacles relating to marriage and family that make it more difficult for women to remain organizational members (Aven, Parker, and McEvoy, 1993). Once acceptable employment is obtained, women tend to be more committed to it.…”

Section: Introductionmentioning

confidence: 95%

A Longitudinal Study of Assimilated Corporate Culture in Mexico

Peterson¹

2009

jmr

View full text Add to dashboard Cite

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.

show abstract

“…A third set of studies (Bielby and Bielby, 1989;Bruning and Snyder, 1983;Fry and Greenfeld, 1980), including another meta-analysis (Aven et al, 1993), report no sex differences in organizational commitment especially after controlling for job related variables, again with supportive evidence from individual studies conducted subsequently (Ngo and Tsang, 1998;Korabik and Rosen, 1995;Siguaw and Honeycutt, 1995). Further, a meta-analytic study by Mathieu and Zajac (1990) found that women are more affectively committed to the organization than men.…”

mentioning

confidence: 94%

Consequence of Gender and Job Characteristics with Normative Commitment

Shrestha

2012

Journal of Nepalese Business Studies

View full text Add to dashboard Cite

Keywords: organizational commitment, personal/job characteristics, normative commitment BackgroundOrganizational commitment means employees, loyalty and willingness to contribute to the organization. Employee commitment is of great importance; because high levels of commitment lead to several favorable organizational outcomes. It is possible to be dissatisfied with a particular feature of a job while retaining a reasonably high level of commitment to the organization as a whole. When creating a commitment strategy, Amstrong, 1999 asserts, "It is difficult to deny that it is desirable for management to have defined strategic goals and values." Greenberg and Baron (2000, p. 181) define organizational commitment as an "extent to which an individual identifies and is involved with his or her organization or is unwilling to leave it". It is determined by a number of individual (Gender), and job (autonomy, work pressure, skills used etc). The concept of commitment and the assumption that committed employees are beneficial to organizations has a long tradition in the management literature (Swailes, 2002), and this paper asserts that the single most useful outcome of human resource management (HRM) strategies is the creation of a high commitment workforce.Commitment is one of the important elements in the employee-organization linkage, Agarwal and Ramaswami (1993). An Overview of Microfinance Service Practices in NepalMore specifically, they are valuing their workforce for high performance and better results. Developing and strengthening of human capital is, therefore, essential to ensure the long-term success in today's dynamic business environment. The increasing diversity of the workforce presents myriad opportunities and challenges to U.S. organizations as well as in the entire business world. Those organizations that manage diversity effectively reap a number of positive benefits, such as increased productivity, higher rates of retention, and greater ability to recruit high-potential candidates (Loden and Rosener, 1991;Morrison, 1996). "Be loyal to the company, and the company will be loyal to you", a credo emblematic of bygone era (Mowday, Porter, & Steers, 1982), obviously understates the complexity involved in a persons attitude toward and behavior within his or her employing organization.Description of variables used in this research are in shown in Appendix "A" Objectives of the StudyThe main objectives of this study are to• Examine the dimensions of personal, and job characteristics.• Examine personal and job characteristics with normative commitment.• Examine the relationships between personal characteristics, job characteristics and normative commitment simultaneously. Literature Review Characteristics affecting commitmentThe categories of personal and job characteristics and normative commitment is described here. The relationship between PC and OCGender: The focus of this research is women working in the banking sector. Recent studies examining occupational distribution reveal that the number of ...

show abstract

Gender and attitudinal commitment to organizations: A Meta-analysis

Cited by 122 publications

References 27 publications

Appraising the Impact of Gender Differences on Organizational Commitment: Empirical Evidence from a Private SME in Iran

Appraising the Impact of Gender Differences on Organizational Commitment: Empirical Evidence from a Private SME in Iran

A Longitudinal Study of Assimilated Corporate Culture in Mexico

Consequence of Gender and Job Characteristics with Normative Commitment

Contact Info

Product

Resources

About