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- Publisher
- Wiley
- Copyright
- Copyright © 1990 John Wiley & Sons, Ltd.
- ISSN
- 0894-3796
- eISSN
- 1099-1379
- DOI
- 10.1002/job.4030110504
- Publisher site
- See Article on Publisher Site
Abstract
Extensive research on the consequences of organizational commitment (OC) has been conducted over the past decade. The purpose of this paper is to summarize empirical evidence about the relationship between OC and work outcomes and to examine the effect of methodological decisions on the OC–work outcome relationship. A meta‐analysis of 35 studies of the OC–work outcome linkage reveals that the overall empirical relationship between OC and outcome variables is generally weak, but positive. While subgroup analyses reveal that conceptualization, research design, sampling, operationalization and observation technique decisions have a definite impact on the OC–work outcome correlation, the relationship remains essentially weak. Multiple regression analysis reveals that the type of work outcome and methodological decisions explain only 19 per cent of the variance in the OC–work outcome relationship, with conceptualization decisions having the largest impact.
Journal
Journal of Organizational Behavior – Wiley
Published: Sep 1, 1990