The relationship between career growth and organizational commitment

Weng, Qingxiong; McElroy, James C.; Morrow, Paula C.; Liu, Rongzhi

doi:10.1016/j.jvb.2010.05.003

Cited by 225 publications

(312 citation statements)

References 31 publications

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“…Organizational commitment is measured by the scale developed by Allen and Meyer (1997) and used by several researchers (Weng et al, 2010) to measure affective commitment (8 items), normative commitment (8items) and calculated commitment (6items) of the employees.…”

Section: Methods a Participantmentioning

confidence: 99%

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Alla¹,

Rajâa²

2017

IJERMT

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Abstractuman resources are considered to be the most important factor within the organization to gain a competitive advantage. Develop organizational commitment of human resources is imperative to stimulate a long-term relationship with them. The primary objective of this study, on one hand, is to explore the relationship between the person-job fit, person-organization fit, information sharing and empowerment and organizational commitment working managers in head offices of Moroccan banks, on the other hand, is to identify the practice which is more likely to generate a great significant impact on organizational commitment. A total of 380 questionnaires distributed, 207 questionnaires were selected, representing a 54.47% response rate. The results of this study reveal that person-job fit, person-organization fit, information sharing and empowerment are positively correlated with organizational commitment. Furthermore, the person-job fit contributes more to the latter.

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Section: Methods a Participantmentioning

confidence: 99%

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Alla¹,

Rajâa²

2017

IJERMT

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“…The scale has been used by many researchers (Weng et al, 2010) to measure OC dimensions (i.e. affective, continuous and normative commitment).…”

Section: Methodsmentioning

confidence: 99%

“…Each concept is related to one component of organizational commitment. Weng et al (2010) regarded the emotional relationship that connects an employee to his or her organization as affective commitment, which in turn encourage him or her to continue with the organization. The costs of leaving the organization that considered by individuals represent the second component of organizational commitment (i.e.…”

Section: Organization Commitmentmentioning

confidence: 99%

The Effect of Human Resources Practices on Organizational Commitment: A Jordanian Study

Suifan

2015

jmr

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The effect of human resources practices on organizational commitment was examined in this study using a sample of 500 subjects randomly selected from employees working for public and private organization in various industries in Amman, the capital city of Jordan. Of the mailed questionnaires, 431 questionnaires were returned with a response rate of 86 percent. A bulk of scales was adopted from related works to measure constructs. Organizational commitment was measured by organizational commitment scale developed by Meyer and Allen (1997), training was measured using a scale developed by Yahya and Goh (2002), person-organization fit was measured by a scale developed by Netemeyer et al. (1997), and, finally, rewards construct was measured by a scale adopted from Sejjaaka and Kaawaase (2014). The results pointed out that all HR practices examined (training, person-organization fit, and rewards) were significantly and positively associated with organizational commitment. Research limitations and future research directions were brought out.

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“…Vakola and Nikolaou (2005) appear to show that highly stressed employees demonstrate decreased organizational commitment. The relationships between career-related variables and organizational commitment are supported by results of past researches (Alvi and Ahmed, 1987;Liu and Wang, 2001;Long et al, 2002;Bambacas, 2010;Weng et al 2010). Employees have higher level of organizational commitment, when they perceive high probability of promotion and greater opportunity for learning and personal development.…”

Section: Organizational Changementioning

confidence: 52%

Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition

Hung¹,

Hsu²

2011

Afr. J. Bus. Manage.

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This paper explores employee organizational commitment in the process of merger and acquisition. A case study of a life insurance merge and acquisition case in which the acquiring company was a local life insurance firm and the acquired company was a foreign-owned insurance company in Taiwan is used. The present study explored two issues: (1) whether employees of the acquiring company and the acquired company perceived changes in work load and career prospects differently during the process of absorption and exhibited different levels of organizational commitment to the surviving company; and (2) the structural relationships between organizational commitment, locus of control and the perceived changes in work load and career prospects for employees of the two companies. We found that work load change and career prospects change is perceived by employees of the two groups invariantly; employees of the acquiring company have higher level of organizational commitment than those of the acquired company; the direct influences of work load change and career prospects change on organizational commitment are statistically significant; the direct influences of locus of control on organizational commitment, work load change, and career prospects change are statistically significant; the indirect influence of locus of control on organizational commitment is statistically significant; and the moderating effect of locus of control is not statistically significant.

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The relationship between career growth and organizational commitment

Cited by 225 publications

References 31 publications

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

Impact of Person-Job Fit, Person-Organization Fit, Information Sharing and Empowerment on Organizational Commitment of Moroccan Banks Managers

The Effect of Human Resources Practices on Organizational Commitment: A Jordanian Study

Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition

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