The Role of Change in the Relationship Between Commitment and Turnover: A Latent Growth Modeling Approach.

Bentein, Kathleen; Vandenberghe, Christian; Vandenberg, Robert J.; Stinglhamber, Florence

doi:10.1037/0021-9010.90.3.468

Cited by 360 publications

(308 citation statements)

References 85 publications

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“…-----2 Bentein, Vandenberg, Vandenberghe, and Stinglhamber (2005) proposed that continuance commitment could be better characterised by two distinct components: the perceived sacrifice associated with leaving, and the costs resulting from a lack of employment alternatives. These components have consistently been found to be related to one another, but differentially related to other constructs, suggesting that the Allen and Meyer (1990) The pattern of results for Time 2 was very similar.…”

Section: Resultsmentioning

confidence: 99%

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

et al. 2008

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Meyer, Becker, and Vandenberghe (2004) recently proposed a model linking work motivation to organisational commitment. Two studies tested these links prospectively with employees from a Canadian telecommunications company and from an Italian autoparts company. Self-determination theory provided the framework to measure work motivation, such that measures of external, introjected and identified regulation, and intrinsic motivation were linked to Allen and Meyer's (1990) and to O'Reilly and Chatman's (1986) tripartite models of organisational commitment. We hypothesised that Time 1 motivation would be related to changes in commitment over time, but that Time 1 commitment would not be related to motivational changes over time. Results supported hypotheses for affective and normative commitment, but not for continuance commitment.Organisational commitment has become an important concept in organisational behaviour over the past few decades. It is defined as a psychological state or a force that binds the individual to a target, in this case the organisation Meyer, Becker, & Van Dick, 2006). The breadth of this definition has allowed researchers to examine different types of commitment to organisations, their development, and their effects on people and organisations. Allen and Meyer (1990) proposed a tripartite conceptualisation of organisational commitment. Affective commitment is defined as the emotional attachment and identification a person has to an organisation, and that person's involvement in that organisation. For example, one can feel proud to be a member of organisation X and truly want X to be successful. Normative commitment is defined as a feeling of obligation or loyalty toward an organisation. For example, one can feel loyal to a family business or indebted to 220 MOTIVATION AND COMMITMENT INFLUENCESan organisation because it has paid for one's education. Continuance commitment is defined as the perceived cost of leaving an organisation. For example, one can stay in an organisation in order not to lose a good pension plan, or because one has poor job alternatives (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002). O'Reilly and Chatman (1986) proposed a different tripartite conceptualisation of organisational commitment based on Kelman's (1958) theory of attitude change. To them, organisational commitment is the attitude one has about the organisation that can develop through one of three mechanisms. The first mechanism, identification, represents feeling like an integral member of the organisation, having a sense of belonging, and a sense of pride. The second mechanism, internalisation, represents acceptance of organisational values, and a willingness to adhere to these values at work. The authors often merge these two subscales to form a single dimension that they call normative commitment. In this paper, however, we will give it a different name to avoid confusing it with Allen and Meyer's (1990) normative commitment concept, and call it integrative commitment. The third mechanism, instrumentalit...

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Section: Resultsmentioning

confidence: 99%

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

et al. 2008

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“…Gabris & Ihrke (2001) confirm the relation between organizational justice and job satisfaction through employees' perception of performance evaluation. And many studies have shown that job satisfaction and turnover are negatively related (Muchinsky & Morrow, 1980;Bentein et al, 2005). So we selected organizational justice as a moderator variable in this paper.…”

Section: Organizational Justice and Employees' Timentioning

confidence: 99%

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Cao

Chen

Song

2013

IJBM

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The turnover of core employees is great lost for industrial companies, so that the research of turnover Intention (TI) is critical to enterprise. Recently, the researches discuss the factors that affect turnover invention from different views. Based on the concept of total rewards (TR) we go deep into the influencing factors. In this paper, we used ULR and hierarchical regression analysis to build model with organizational justice (OJ) as moderator variable. Results showed that the five elements of total rewards, salary, rewards, work-life, performance & recognition and development & career are negative to employees' turnover intention. Secondly, distribute justice and interactional justice significantly negative moderate the relationship of TR and TI. However, process justice only has significantly negative moderating effect on work-life balance and development & career to TI, while the negative effect of salary, welfare and performance are not significant.

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“…As organizational lay-offs and restructuring are becoming more and more common now (Littler, Wiesner, & Dunford, 2003), it is not surprising that employers today no longer promote the idea of lifelong job security as a realistic employment goal. Concurrently, longitudinal studies in American as well as European employees' samples have shown that organizational commitment is declining over time (Bentein, Vandenberg, Vandenberghe, & Stinglhamber, 2005;Vandenberg & Self, 1993) and career researchers have identified a transition from organizational to boundaryless or Protean careers. These labor market 4 evolutions are further illustrated by evidence strongly suggesting that job instability has markedly increased over the past decades (Bernhardt, Morris, Handcock, & Scott, 1999;White, Hill, Mills, & Smeaton, 2004).…”

Section: Introductionmentioning

confidence: 99%

Vocational interests and Big Five traits as predictors of job instability

Wille

Fruyt

Feys

2010

Journal of Vocational Behavior

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Although empirical research on this topic is scarce, personality traits and vocational interests have repeatedly been named as potential individual level predictors of job change. Using a long-term cohort study (N = 291), we examined RIASEC interest profiles and Big Five personality scores at the beginning of the professional career as predictors of subsequent job changes, both internal as well as external, over the next 15 years. Overall, results provide additional evidence for an individual difference perspective on job instability, although our findings vary across instability variables. Consistent with previous research, external job changes in particular related to individual differences. Specifically, scores on Investigative, Artistic, Enterprising and Conventional scales showed to be the most important interest related predictors. With regard to Big Five personality traits, strongest associations were found with Agreeableness and Openness. In addition, facet level analyses proved to be useful to further clarify linkages between personality and job instability.

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The Role of Change in the Relationship Between Commitment and Turnover: A Latent Growth Modeling Approach.

Cited by 360 publications

References 85 publications

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

A Temporal Analysis of the Relation between Organisational Commitment and Work Motivation

Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Vocational interests and Big Five traits as predictors of job instability

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