Profiles of commitment in standard and fixed-term employment arrangements: Implications for work outcomes

Cooper, Joseph T.; Stanley, Laura J.; Klein, Howard J.; Tenhiälä, Aino

doi:10.1080/1359432x.2014.990443

Cited by 24 publications

(32 citation statements)

References 55 publications

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“…An alternative implication of working in a temporary work setting is the substitution of organizational commitment for other targets that may be more long term in nature, such as the job, career, or profession (Cooper, Stanley, Klein, & Tenhiälä, 2016). Rather than investing in various transient relationships, workers' main attention may shift towards securing future assignments through task performance and professional reputation, which further differentiate temporary workers from permanent employees.…”

Section: (Anc)mentioning

confidence: 99%

The future of workplace commitment: key questions and directions

Rossenberg

Klein

Asplund

et al. 2018

European Journal of Work and Organizational Psychology

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101

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This position paper presents the state-of-the art of the field of workplace commitment. Yet, for workplace commitment to stay relevant, it is necessary to look beyond current practice and to extrapolate trends to envision what will be needed in future research. Therefore, the aim of this paper is twofold, first, to consolidate our current understanding of workplace commitment in contemporary work settings and, second, to look into the future by identifying and discussing avenues for future research. Representative of the changing nature of work, we explicitly conceptualize workplace commitment in reference to (A) "Temporary work", and (B) "Cross-boundary work". Progressing from these two themes, conceptual, theoretical and methodological advances of the field are discussed. The result is the identification of 10 key paths of research to pursues, a shared agenda for the most promising and needed directions for future research and recommendations for how these will translate into practice. ARTICLE HISTORY

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Section: (Anc)mentioning

confidence: 99%

The future of workplace commitment: key questions and directions

Rossenberg

Klein

Asplund

et al. 2018

European Journal of Work and Organizational Psychology

Self Cite

101

View full text Add to dashboard Cite

show abstract

“…Consequently, cultural values should be examined in combination, rather than separately, in order to identify groups of individuals who share a similar cultural values profile . Although person-centered approaches have been employed in the study of other management issues (e.g., Cooper et al, 2016; Meyer et al, 2013; Morin et al, 2011), they are yet to be applied to the study of cultural values. Thus, the purpose of this study is twofold.…”

Section: Introductionmentioning

confidence: 99%

Switching analytical mindsets: A person-centered approach to the analysis of cultural values

Cooper

Stanley

Stevens

et al. 2020

Int'l Jnl of Cross Cultural Management

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Traditional value-centered approaches to the analysis of cultural variations have failed to capture group similarities across and beyond national boundaries, partly due to their reliance on variable-centered approaches that examine each cultural value in isolation, thereby ignoring the synergistic effects of cultural values. To fill this gap, we introduce a person-centered approach that allows us to identify subgroups of individuals who share a common configuration, or profile, of cultural values. We apply this approach to a multi-country sample and identify multiple distinct cultural groups within and across countries. We find that while some profiles are unique to a particular country, others cut across countries, representing hitherto unacknowledged patterns of cultural commonalities and differences.

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“…Specifically, an AC scale item asks an employee's level of emotional attachment to the target. Studies by Becker (1992), Tubbs (1994), and Cooper, Stanley, Klein, and Tenhiälä (2016) have used single-item measures to assess commitment/attachment to work-related targets. Becker (1992) reported that attachment to top management, supervisor, and work group correlated as expected with job satisfaction, prosocial behaviors, and intent to quit.…”

mentioning

confidence: 99%

Alternative Measures of Employee Commitment: Assessment of Predictive Validity for Performance and Turnover

Vance¹,

Jaros

Becker

et al. 2020

Human Performance

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Two studies assessed the factor structures and predictive validities of alternative measures of workplace commitments. With the assisted living company and MTurk samples, Study 1 examined factor structures of the affective (AC), normative (NC), and continuance commitment (CC) scales and the unitary commitment scale. The internal structures of the AC and unitary commitment scales were sound, but problems were revealed in the structures of the NC and CC scales. Study 2 compared predictive validities of these scales to a simple one-item measure of attachment. Customer service employees of an energy company completed a commitment questionnaire. Subsequently, supervisors rated their job performance. The company provided objective performance metrics and 7 months of turnover records. Relative weight analyses revealed that predictive validities of the NC, CC, and unitary commitment scales were almost entirely subsumed by the AC scale and the attachment item when all measures competed to explain variance in outcomes. Considering the prevalence of use of the established measures, researchers should be aware of their deficiencies.

show abstract

Profiles of commitment in standard and fixed-term employment arrangements: Implications for work outcomes

Cited by 24 publications

References 55 publications

The future of workplace commitment: key questions and directions

The future of workplace commitment: key questions and directions

Switching analytical mindsets: A person-centered approach to the analysis of cultural values

Alternative Measures of Employee Commitment: Assessment of Predictive Validity for Performance and Turnover

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