Employee Commitment: The Combined Effects of Bases and Foci

Recent studies indicate that employees distinguish between commitments to interpersonal foci within the organization, such as supervisors and coworkers. Often, these commitments account for variance in outcomes incremental to organizational commitment (e.g., Becker, 1992). Unfortunately, research has tended to focus on affective forms of commitment to foci, while ignoring normative and continuance commitment. To address this gap, the current study proposed and tested models of commitment to foci which incorporate normative and continuance commitment in addition to affective commitment. Results showed some parallels with findings concerning organizational commitment. Much like organizational commitment, support from a focus relates to affective commitment to that focus, while expectations from a focus predict normative commitment to the focus. Additionally, both affective and normative commitment to supervisors and coworkers predicted favorable outcomes, but continuance commitment did not. In line with researchers recommendations (e.g., Johnson, Groff & Taing, in press), interactions among different bases and foci of commitment were also examined. Exploratory analyses suggested a three-way interaction between affective organizational, supervisor, and coworker commitment for predicting in-role performance.

Grantor dc:publisher

Digital Commons @ University of South Florida

Year dc:date

2009

Author dc:creator

• Taing, Meng Uoy

• Supervisor Commitment
• Coworker Commitment
• Multiple Commitments
• Commitment Foci
• Organizational Commitment
• Three-component model
• American Studies
• Arts and Humanities

Statement dc:rights

• default

Repository record dc:identifier

https://digitalcommons.usf.edu/etd/40

OAI identifier oai:identifier

oai:digitalcommons.usf.edu:etd-1039