Attitudinal organizational commitment and job performance: a meta‐analysis

Attitudinal organizational commitment and job performance: a meta‐analysis A meta‐analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One‐hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra‐role performance as opposed to in‐role performance; (b) white‐collar workers as opposed to blue‐collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Attitudinal organizational commitment and job performance: a meta‐analysis

Journal of Organizational Behavior, Volume 23 (3) – May 1, 2002

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Publisher
Wiley
Copyright
Copyright © 2002 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.141
Publisher site
See Article on Publisher Site

Abstract

A meta‐analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One‐hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra‐role performance as opposed to in‐role performance; (b) white‐collar workers as opposed to blue‐collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd.

Journal

Journal of Organizational BehaviorWiley

Published: May 1, 2002

References

  • The consequences of organizational commitment: methodological investigation
    Randall, Randall
  • Job satisfaction, organizational commitment, turnover intention, and turnover
    Tett, Tett; Meyer, Meyer
  • Work motivation and performance: a social identity perspective
    van Knippenberg, van Knippenberg

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