Profiles of commitment: An empirical test

Profiles of commitment: An empirical test Prior research has demonstrated the importance of distinguishing among foci and bases of commitment. Foci of commitment are the individuals and groups to whom an employee is attached, and bases of commitment are the motives engendering attachment. This study uses distinctions among foci and bases of commitment to develop four profiles of commitment, and examines the extent to which differences in these patterns predict other variables. Cluster analysis of 440 employees suggests the following profiles: (1) The Locally Committed (employees who are attached to their supervisor and work group), (2) the Globally Committed (who are attached to top management and the organization), (3) the Committed (who are attached to both local and global foci), and (4) the Uncommitted (who are attached to neither local nor global foci). The profiles are differentially related to intent to quit, job satisfaction, prosocial organizational behaviors, and certain demographic and contextual variables. Implications of these findings for theory and practice are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

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Publisher
Wiley
Copyright
Copyright © 1993 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.4030140207
Publisher site
See Article on Publisher Site

Abstract

Prior research has demonstrated the importance of distinguishing among foci and bases of commitment. Foci of commitment are the individuals and groups to whom an employee is attached, and bases of commitment are the motives engendering attachment. This study uses distinctions among foci and bases of commitment to develop four profiles of commitment, and examines the extent to which differences in these patterns predict other variables. Cluster analysis of 440 employees suggests the following profiles: (1) The Locally Committed (employees who are attached to their supervisor and work group), (2) the Globally Committed (who are attached to top management and the organization), (3) the Committed (who are attached to both local and global foci), and (4) the Uncommitted (who are attached to neither local nor global foci). The profiles are differentially related to intent to quit, job satisfaction, prosocial organizational behaviors, and certain demographic and contextual variables. Implications of these findings for theory and practice are discussed.

Journal

Journal of Organizational BehaviorWiley

Published: Mar 1, 1993

References

  • Organizational development interventions: A meta‐analysis of their effects on satisfaction and other attitudes
    Neuman, Neuman; Edwards, Edwards; Raju, Raju
  • The consequences of organizational commitment: Methodological investigation
    Randall, Randall

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