DETERMINANTS AND CONSEQUENCES OF ORGANIZATIONAL COMMITMENT: A COMPARISON BETWEEN VALUE COMMITMENT AND CONTINUANCE COMMITMENT.
Item
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Title
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DETERMINANTS AND CONSEQUENCES OF ORGANIZATIONAL COMMITMENT: A COMPARISON BETWEEN VALUE COMMITMENT AND CONTINUANCE COMMITMENT.
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Identifier
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AAI8601705
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identifier
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8601705
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Creator
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WITTIG, URSULA K.
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Contributor
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Abraham K. Korman
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Date
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1985
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Language
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English
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Publisher
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City University of New York.
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Subject
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Business Administration, Management
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Abstract
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This study investigated the antecedents and consequences of organizational commitment and provided a comparison between two prevalent conceptions labelled value commitment and continuance commitment. The former views commitment as a positive, affective involvement with the organization, and the latter views it as a conscious decision to stay with an employer as a result of structural constraints. Reports of inconsistent findings derived from these two approaches and their respective measures tend to argue for the existence of two different types of attachments to the organization.;A two-step model was proposed with antecedents grouped into four variable categories including (1) work experiences, (2) organizational characteristics, (3) personal/demographic characteristics, and (4) personality characteristics and hypotheses predicting differential associations between individual antecedents and the two commitment types were formulated. Also, a conceptualization of commitment as an organizational maintenance function was offered and the consequences were selected accordingly. They included (1) organization serving behavior, (2) psycho-somatic complaints, (3) personal and social alienation, and (4) intention to stay with the organization.;Questionnaire responses were obtained from 270 MBA students supplemented with independent observational data from a co-worker in 57 percent of the cases. The participants occupied a variety of managerial and technical/professional jobs at various organizations.;In general, the results of this study support the view of two different types of attachments to the organization. Value commitment was found to be predicted by intrinsic and extrinsic job satisfaction, low levels of role conflict, organizational size, inability to leave, the Protestant work ethic, the self-growth ethic, and lack of belief in the materialistic ethic. Continuance commitment was predicted by intrinsic job satisfaction, span of control, length of employment, and lack of belief in the self-growth ethic. From among the ten hypothesized differences in antecedent-commitment relationships, five were found to be significant.;With respect to the consequences, negative outcomes of an affective nature, such as personal alienation and psychological symptoms of stress, were found to be more strongly inhibited by value commitment than by continuance commitment.;The implications of these findings for theory development and management practice were discussed.
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Type
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dissertation
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Source
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PQT Legacy CUNY.xlsx
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degree
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Ph.D.
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Program
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Business
