Support, Commitment, and Employee Outcomes in a Team Environment

Bishop, James W.; Scott, K. Dow; Burroughs, Susan M.

doi:10.1177/014920630002600603

Cited by 338 publications

(208 citation statements)

References 53 publications

(82 reference statements)

Supporting

Mentioning

179

Contrasting

Unclassified

Order By: Relevance

“…Up to now, little research has focused on the effects of the multiplicity of targets of commitment on OCB. A few results are currently available (Becker, 1992;Bentein, Stinghlamber, & Vandenberghe, 2002;Bishop et al, 2000). Becker (1992) shows that introducing complementary targets of commitment (for example, towards top management, supervisor and colleagues) which alongside affective commitment to the organization significantly raises the variance of two of these three forms of OCB analysed in the research.…”

Section: Employee Commitmentmentioning

confidence: 96%

“…A review of the literature reveals that most knowledge on the relation between affective commitment to the organization and OCB concerns the aspects touching altruism and conscientiousness. The vast majority of empirical relations are positive and significant (e.g., Bishop, Scott, & Burroughs, 2000;Chen & Francesco, 2003;Schappe, 1998). Certain findings provide data that contradict this tendency since an absence of a relationship is sometimes observed (Williamson & Anderson, 1991).…”

Section: Employee Commitmentmentioning

confidence: 99%

“…This extension of the research framework is based on the critical analysis of Reichers (1985) and various empirical works of Becker et al (Becker, 1992;Becker & Billings, 1993;Becker, Billings, Eveleth, & Gilbert, 1996). In this approach, the organization is a target of commitment, much like the profession chosen (Meyer, Allen, & Smith, 1993), the supervisor (Stinglhamber, Bentein, & Vandenberghe, 2002) or even the work team (Bishop et al, 2000). Up to now, little research has focused on the effects of the multiplicity of targets of commitment on OCB.…”

Section: Employee Commitmentmentioning

confidence: 99%

See 2 more Smart Citations

Citizenship in the Workplace : Examining Work Attitudes as Predictors Among French Employee

Paillé¹

2010

IJBM

View full text Add to dashboard Cite

Organizational citizenship behaviour (OCB) has been a subject of continually increasing interest in academic managerial literature. While most current research comes from the United States, several scholars have argued for the need for global data. As Podsakoff, MacKensie, Paine and Bachrach (2000, p. 556) insist, "cultural context may affect a) the forms of citizenship behaviour observed in organizations and b) the strengths of relationships between citizenship behaviour and its antecedents and consequences." New targets of commitment (commitment to the supervisor and to the workgroup) have appeared. New forms of citizenship (civic virtue and sportsmanship) may be added to these. Empirical relations between various targets of commitment and these new forms of citizenship remain to be clarified in the French context. This paper proposes explore empirical links between foci of commitment, job satisfaction, and job involvement and OCB to determine which attitude explains which forms of citizenship.

show abstract

Section: Employee Commitmentmentioning

confidence: 96%

Section: Employee Commitmentmentioning

confidence: 99%

Section: Employee Commitmentmentioning

confidence: 99%

See 1 more Smart Citation

Citizenship in the Workplace : Examining Work Attitudes as Predictors Among French Employee

Paillé¹

2010

IJBM

View full text Add to dashboard Cite

show abstract

“…Bishop, Scott, and Burroughs (2000) supported the idea that organizational support can positively influence organizational commitment and thus reduce turnover intention. Moreover, Rhoades et al (2001) stated that perceived organizational support and affective organizational commitment are associated with significant reductions of voluntary turnover.…”

Section: Literature Reviewmentioning

confidence: 59%

The Relationships Among Four Factors and Turnover Intentions at Different Levels of Perceived Organizational Support

Thirapatsakun¹,

Kuntonbutr²,

Mechida³

2015

UCPA

View full text Add to dashboard Cite

The last few years have confirmed what was mostly feared: Thai private hospitals industry has affected from a shortage of professional nurses and turnover intention. This paper occurs mainly about the relationships among four factors and turnover intention at different levels of perceived organizational support are clarify for the mentioned above. The sample was 890 professional nurses who obtain a professional nurse license and are entitled to perform their work in hospitals in Thailand. The results revealed that three components job demand, work schedule flexibility, and financial reward, best explained turnover intention. The result indicated that job demand had an influence on turnover intention through work engagement. Moreover, perceived organizational support had an effect on turnover intention through work engagement. Additionally, there was insignificant difference in terms of the fit of the structural models for the high and low level of perceived organizational support, indicating there is no moderating effect of perceived organizational support on the relationship between job demand and work engagement. This paper synthesizes some suggestion and discusses the relationships among four factors and turnover intention at different level of perceived organizational support to improve to reduce causing and affecting of worker shortage and turnover intention.

show abstract

“…388-399] state that team and organisational commitment may coexist, which is the best situation for the organisation. Research indicates that team trust is a source of many benefits for team work [Bishop et al 2000[Bishop et al , pp. 1113[Bishop et al -1132.…”

Section: Organisational Normative and Team Commitmentmentioning

confidence: 99%