HR
-C NT OR ANIZ ANIZAT ATIO IONA NA
NC UALI UALI OM IT
TI
Natalie J. Allen
iv rsit rsit
tw
in th
in lo ir (aff (aff
tu li
ttit ttit
(a
ow
Direct
re
iora iora
rg
it
rg
iz ti
th
it
te ti io
it
if in 5;
t)
(b
(c tm
ts
ic
ti
to
Bate Bate an 19 1986 86 ik 7;
t)
if
ti inta inta
it lo
t, in t) in
ic ti
orro orro ll
1983 19 83 Mowd Mowday ay Port Porter er 19 th
Steers issu issu
98
ll corr corres espo pond nden ence ce
ar
ey
to
Ps ch
ar
an
uman uman Reso Resour urce ce Mana Manage geme ment nt
Revi Review ew
Copyright
1991
-8 ISBN: ISBN: 1053 1053-4 -482 82
62
TH Th
Atti Attitu tudi dina na an
(198 (198
6)
AT
MI MENT MENT
Beha Behavi vior oral al Pers Perspe pect ctiv iv
fe
lo
es ipti ipti
lati lati
ip
it th
in
97
rs 19 1977 77
ls
th
avio aviora ra
ro
Cald Caldwe well ll 19 1981 81 Pfef Pfeffe fe
at
).
ro es
re
in
is
yr
es
rc
fo
Lawl Lawler er 19 1980 80). ).
iffe iffere re ce in th tw ap enta enta
rg
ti
le
chan change ge (e.g (e.g., ., O'Re O'Reil illy ly
ev
roac roac es
in is
an
th
e, lved lved in
il
Re
rg
r, th tm
that that
t-
ch
io
ca
ORGANIZATIONAL
63
COMMITMENT
_o_r~ ~.~~I_e_h,av
Conditions
_S_y_C_~_~_~~_~_i_c_a_l~~
Conditions e.g. ch
ev
bi Behavior Psychological State
FIGURE
ra st
(w
r,
re
li ltho
ra
Me ther
ar
ry
ny nd arie
it efinitio
it ent, they ap ea
64 ti n,
erceived cost associated it ti
Affectiv
it
leavin th
rganizatio
nd bligatio
to
Attachment.
ll
it
group" (p 507)
is
it
arti an
Crampon, co it en
fe ti
tt ch en
it
to
ls
ue
te
ps chometricall
te 1974 describe
15-ite
li
iz io cale esigne t, lity
adequate an
stable
it
an
involvemen
tm ti to asse acce ta ce of or anizair to inta ip in tr id th t, is im t, ic
(Coo
80
th
ic te
tr
ie lu ti
Costs.
th cost associated
consistent line
it
it termination. Becker (1 60),f
of activity
(p,
exam le
33)
tivity were discontinued In io it
ga za 533).
as
iz io ay et al 979) io lu illi iz io iste te
Perceive
th
Boulia
th relative strength ofan individual's identification
th ic ly
nd
in
in
in
escribed
ORGANIZATIONAL
65
COMMITMENT
tion Si ilarly
ante
(1968) define
"cogniti e-continuanc
co
it ent" as
leaving" (p, 504).
te
(1970)
in
tm
(p,
527).
ra
rg
Stevens, Beyer,
fe ling of sychological attach ent,
roac
s,
r, th
is
te
in epen en
re
of affect (p 79).
cker
it
requir In
er's
Beck-
ords
In
co ti io re
ti io r, rather th reco
ry su le itio st th
ey sy
scio re iic st te ss ci
re
behavior (O'Reill is in In isti
Caldwell 1981). cker's th ry ro
th
ehav ra
rs
ti
ak
66
(e
rk ttit in roac th fo th iora ap roac tl ed in Fi re Although severa differen easure ha been develo ed to assess co it
sure tatus,
ic requ re resp
ents to in cate th li elih
re
ti
ro
al
rt
it ).
er
(1 th
ey
so
Meyer availa il ty an
ecti
Farrell
attr ctiv
lter
tt
ti
to th
rg
Rusbul 1981;O'Reilly
t.
in enti
s,
to re ai
is su
st th
th
jo im
tu
iz ti
Caldwell 1981). nfortunately ld
sily re le
fe ti
easure ttac
en
of to
remain. Obligation.
ie
it ri (1977)
li atio to re in it am le scri th em lo
ly
to
in th
rgan zati th lifeti
re
rs co
rdle
59).
et orga izationa
it en an th
oals nd interests,
nd sugg sted th
rm "subjectiv norm co ponent ofFishbein's
indi iduals
odel (Fishbei
t-
ORGANIZATIONAL
67
COMMITMENT
In internalized oral obligation included in Triandis (1975)model. Th fact that se er resear rs (e.g., Pres ldt, an at ew 1987 Sc rt 1973 Schwartz rm rt ri rn rs
r-
ror obviou
oral tone Th internal consistenc
"a person should be lo al to hi organization should ha f, iticiz t" er added).
ther th ri
internal
si te
Three- om onen it
Fr me
as
reliabilit re
98
stim te
izatio th
.60)
sy
rk
em ership rganiz ti ey is ture th sych lo ic st te ff r.Af ctiveco rg
86 emph is
ro ch id ti ie il affective continuance, and normative commitment, re (a
re
th
should ar
(coefficient alpha)
eptualized in th thre
re
ti
(i terite
esti at
lo es it stro rg izatio ec se re fth
ff ctiv ey want
r, lear at it en re er th it
ti rg
need re rm re
in
it
th
rg
izatio
ought to
68
co
it
nt ar
tu ll
xclu ive.
oth
ontrar
it seem
re ea
nabl
An important li
ti
it
in th
te
is
behavior. le ti
th
th th
it
il
lt ts
th
id
ir
is
ICS
iate
Personal ResponSibility
Orgamzat ianal 5tructure Cnaractertst
lete
Wor Experiences -comfort -competence Turnover
Personal Characterist ic
-pcr ormanc Socialization
-c tturat/r ar Iia -organizat iana Organizational Investments
FIGURE
-aosenteetsm -cttizerrsmo
th
ORGANIZATIONAL
69
COMMITMENT
rm
rp
re re
ro
components of commitment
Affective Commitment fall
eneral
ti ct on
je ti
98 into ou cate
et ee
an
ries
al
arac eristics
bjec iv jo ch ract ristic
subjec iv
su je ti
rk ex
arac ri
ce
rk
be interprete
unha
1987 Steers 1977),the relation
eq iv ca ly (S la
re
link
structural
ra
McElro 1987; Mottaz 1988; Pierce an
an
haracteristics
Personal Characteristics.
served th
rs
ik 1977).For
am
r,
tw en thes
em
raphic ch ract ristic
nd co
it
re in irec
Pers al disp siti such as ee chie ement, ffiliati an ut (e.g., Morris Snyder 1979 Steers 1977 Steers Braunstein 1976 Steers al 1980 Pi rc ontr
(L thans, Baac
Taylor 1987 Pierce
am 1987),an
entral
70
ossi ilit
th
lo
di fe in th ir prop
sity to ec
af ectively om io
ositio
i. provid ulfill en ofne ds tili tion of ilities, xp ssio of .) th ce re less ompatibl (H km Oldham 1976 ulin Bloo 1968). To ir Wall 1980 Meglino, Ravlin Adkins 1989 Steers Spence 1977 Stumpf Hartman
Organizational Structure. is
it
ed to ec nt lizati of ecisio akin (B ooke ris St 98 an or li ti poli 1980 O'Driscoll1987 Podsakoff, Willia s,
le structural
Durick
ussell Pric 1988 Morroce ur (Morri Steers .As
characteristics.
Work Experiences. In ontr st to work experience variable
an
rs na
affectiv co
litera ur is st ll char ct ri ed by or correlat variables.
otivat istinction ce ariabl ould be di id
'l undr
rganiz ti na it ent.
ha ct istics
nfortunately
list ofsignifican
however,
nt cede
berg 19 6) observ th or peri ro ghly into tw categori s: th se th satisfie
ORGANIZATIONAL
71
COMMITMENT
1988 Me er Ogilvi 1986 Rhodes Steers 1981 organizational dependabilit (Buchana 1974; Meye berger Fasolo avis-LaMastr 1990 isenberger untington, utchison oc Morris (DeCotiis 98 liss uric 1988 orri Stone Porter 1975).The co petence-relate experience includ DeCotiis
19 7)
ir
acco plish-
perfor nc base ards rook ueller 19 6) jo hallenge ucha an 1974 Meyer Alle 1987 1988),job scop (Bla 1987 Buchanan 1974 Glisso ri 19 8; ie nh 1987 te rs Spence 1977), opportunit fo advanc nt 'R illy Cald el 1980), opportunit fo self-expressio (Meyer Alle 1987,1988) participatio in decision akin (DeCotii Sumer 1987 Rhodes teer 1981 ,and ersona import nc to th orga iz tion
il discus
um
97
ss
belo
Continuance Commitment
th
1974;
rebiniak
Jacobson 1975 Ferris Aranya 1983 rebiniak Alutto 1972 Parasura an lutt 19 4; itze Trice
72 1969 Shoemaker, Snizek tu ie ve be ix
in
ca no be inte rete
Normativ
ry nt 1977 te ns l. 978).Result it nd/o te ur rr lating it
ne ui oc ll
just fi
ti
or th se
ofthese it
re ictions.
Commitment fno
zation (i.e., fa ilia or cultural socialization) or followin entr (i.e., organiza tional socialization) Normativ co it en ay also develop, however, he rg ni ti pr vi es th lo ee th ds in vanc .g., pa in colleg tuition) or incurs significan cost in providin employ en (e.g., cost
tionship an
caus employee to feel an obligation to reciprocat
Co ri
ll Ri
Re rv
by co
itting
ORGANIZATIONAL
73
COMMITMENT
re
Perry 1981;Arnold ld an 1982 Bl rn 1982 Co ar ll l. 1987 eC tiis Su mers 1987 ougherty Bluedorn Keon 1985 Cleg 1983 Ferris Aranya 1983 om aterberg li 19 9; Mowday 1987; Michaels Specto 1982 O'Reilly Gould 1984; William azer 1986), co ti (e.g., elso 1987 Farr ll ters 1984 rr ll Rusbult 1981; Ferri ra 983; ra ra 1982 ar sura Alutto 1984 Rusbult Vardi 1980) commitment. tt
1982 Mowday Koberg Mowday 1981; Stump
th
difference am ng th
turnover ho ever
986;
conceptualizatio
ay be shortsighted
19 4,
beco
Organizati na
re
Farrell ters Smith, Davis,
ll
19 4) In
Feld an 1982 Bluedorn ll 19 6; te rs
rt rt an 19 4)
variou
teel
-r
so ewha irrele
effectivenes de ends
re
ro
ierc Perry 1981;Ivancevich rl
la 19 8; lare li Porter, (e.g., Green, Blank,
es
ll
al 19 7;
Coti
Su mers 1987 Le 1971 Mowday
Li en 1983).
ss to
ri
rg
iz ti
ecti
ss
ll
in
74 an to el ng to th or anizatio (affective co th ti belo (n rmativ co it ent) to exer effort
it ent) ig re li el tm t) li to ehal ofth or anizatio It
it th ls
ti
ig ti la
tr it
itiv ly
ti
te
ic
iv
it Vardi
it
t.
ti
it
is
Jackson 1989).
lt
ig
ti
it
will thre
co
tu ti
co pone ts
li
ta ly to id
it en
co
ic
onents on em loyees be avior.
th
co
le
it ent. Considerin
ti ti
Affective Commitmen
io ti
th in
itic
pa city of studie te
.g
illy
ho ever this
if ti
tm
t,
ORGANIZATIONAL
75
COMMITMENT
ff ti it al (1982) noted,
as
th
ry
ri
qu
"i is so etimesdifficultt discer wh particular jo or ment facto should be relate to commitment"(p. 57) Si ilarly it is no al ay
Si on 1958
er
ad
ex lici
or environ-
hy once developed, affectiv co
room 1964).Presu ably employee
rt
ly
trib te to rganiz ti
an to re ai
ti en ss as
it
in organiza
an
Scholl fo example, as ed "i equity an expectancytheory explain membershi an performancein organizationsthrough an exchangeprocess,what is adde by arguing that commitmentalso explain membershipand performancean that commit ment is developedthrough positiveexchangerelationship?"(p 590).
considerations rganiz ti eh iors
co
it
oreo er
-r le ig
ta
th
ec
re test rele "internalization
ecause affectiv co ior. si
lt
it en
re ac ct
represents
ra re ic io re so ed-a io
genera sp
fi l, it
al
to fe iv tmen re lman's ific ti categories Identification involves th acceptance of influenc
76
ti nship. From an internalizatio
erspective em loyees beco
co
itte
to
is affectiv co
it en fo al employees. Th fact that airl li
te
iz
t-
experience (e.g., ob challe ge role clarit
yiel ed Stumpf
atte
ixed es lt tm
970),none
ee
e.g. Alderfer
thes
ir ible il it ld to th id im la
te
should influe ce co
it en only
(see Blau 987; Cook Wall 1980;Morri Snyder 1979 Spence 977) reover co arison
ts to categorize
989; Su er ll
co sisten evidence
la sificati
tt it io
972;Herzber yste th
as been se
th
.g.,
966;Maslow 943;
ti
ti it in ly ir ti ns am ng rk xperie ces, im lt io lo im le is th
2, it io om it ent, an if iv te it il li itly
t-
is conditional,
iv ls in em loyees believ that othe ie ie
yste
in lu rganizatio ig
ic it ould little
ir th tu ehavio ay el reflec th in it to
ORGANIZATIONAL
Continuanc
77
COMMITMENT
Co mitmen
iz th
ploy
it lt
full recognitio ., in
that they si
om into being, ho ev r, potentia nc co it en if an hen, th
il
ke le ving th organi atio
osts of leavin ar recognized
il only produc ontinu he employ hose skills
in
ic
th
ay involv th
No mative
lo
it employee's ev luatio
of th
ta la io behavior employ en
link
Co mitmen
ti
li
io
se
it
tu
theo principl se avis Luthan processe (see Bo lb 1982).
Co ri
io
ll Ri
1980 or
Re rv
or co plex psychodynami
In ad itio
to thes
tl
cializatio iv
rocess s,
re
cifi reci roci ti it
is tt
iv
th
ti
er
ll
iffe ence
ec proc
between
te
er in th
es re and reciprocit
at re
in th re ip city
by obligation
th er
rm
Integratio
titudina in
circ
ta ce
th re
ay
ti e.
tl
iffere
is es that ar reflecte
with Behavioral Commitment
(affective an behavioral approaches to co it en by proposin an ecipro al influe ce rocess ey rg ed th t, er on itio th
iv
tu
it
ti
iz
tm in cc ts es nsibilit fectiv commitment
incr as
th in lu te ti tm io ic th ehaviora co it en an co eq entl
f-
ORGANIZATIONAL
79
COMMITMENT
ite Meye 1990 Alle Smith 1987 Bobocel, Meyer, 1987 Meyer llen 4, 86 eyer l. 98 to .8 or th ff ctiv Co it nt Scal CS),. le .6 th en (the
rg nizati
al Co
ically exceed .8 (e.g., Alle Longenecke 1990). Allen
it en
esti
in le le Alle 1988 McGe Ford it ey 88 ra ge fr to .8 or th Co ti ance iv it aire
ib Meyer 1990; Meyer
CQ
ic
ea
re
th ty Alle 1984 Randall, Fedor,
in fo th ot esized indepe denc th thre nstr cts. Corr lati ns ld ig ly if to lt it en id corr late ig ificantl it affectiv (r .06) or normativ (r .1 )co it ent, th latter co relate si nificantly it anot er (r wants ought to .5 .T is li letely
ntin
nc
im
perceive
co
it ent,
io
antece ents
it
ante eden
in
co petenc
.g.,
or relati
ty
co sequen
io
ari-
in
(e.g., personal importance jo challenge, participation) ti
ffecti
an
nd co ti
cernin normativ co it ent. it ey (1 8) al re rted fi
ls
io
ance
in
ib io
om it ent.
co si tent
it
iv
llen an
th
ey
el's re icti
te
80 st ongl
it
jo
sati fa tion
late or hi hl it bett alte native
nage en ceptiv ness le der's su ofsunk sts, kill sp ificit nd ne ativel ).
eailability
jo
iv wa perceive difficulty of findin
alternativ
employ ent.
hi variable
ea
1m havior
ho
l. 1989
1990
ls
ou
or el te
signific nt
scor
or
eg ti
fe tive an
or el tion
ontinu nc
et
ontinu
la
co
ce
ti
significant. ip in negative
or el ti
betwee
ontinu
ce
om it
nt
nd th
xt nt to
hi
ip
tive om it
th
th thre
nt
ntri ut
ompo
nt
igni icantl
om it
to th
nt ha
re icti
ofconc
fo
di er nt im li ations or
ual-
ti rk
ORGANIZATIONAL
81
COMMITMENT
for nc nd ro ot bility foun th t, ltho gh th inte action ofaf ective nd onti uanc om it nt di no ontrib te significantl to th prediction ofperfor nc nd promot bility ti gs om arison su groups base
in lusion
th
or
ti e- ontinu nc
co
it
nt inte action adde
signifi-
tive an hi ontinu nc om ination. us ther is so vi ence albeit odest, fo th intera ti effe ts of th om it en omponent on organi tional behavior
velo
nt
th
th ee co po en
od
intend
to provid
su
a-
it
., Allen,
ellatl
in ress
ay
l. 1984
ierc
Alle 1987,1988; Meyer, unha 1987 Stumpf
pp site to th sp ifie in th de (e.g., te Strasser 1984 Meye Alle 1986 1988).Fo example, Meye an Alle (1988)foun that co it en
Co yrig
Al Ri
ts Re er
it or
po ti
nt lt tm nt
ug th
ha pr
ribe nt th
ti ti ua istinc sy hologi
st te
eyer 1990 Meyer
.M
houg positive it affectiv co
late it on noth late in posite it nt (i.e., C: iSac correlated positively an
ir ti ns C:LoAl
fth bs
ubsc
siti
ig ly or late th nd ro ot bility In li
or no
xp ie
pl
tive
tm
relate imil ly it th se indings, th thre
in th
lopm
ofaf
ur of po nt
ti
fo
om it
to
t.
SUMMARY
so
rson
nf si
pete
literatu
xa inin
on
pyrigh
th va io
nt nu
it
ll Ri
ts Reserved
tu li
t,
le ts
ti ns
to
ORGANIZATIONAL
an
bligatio
ig
to re ai
Fi ally alth ug
th li elih
ofleavin
th
ani-
te
le
th
ti
im
an
83
COMMITMENT
ti te tt in consequences ofcom it ent. Specific implications ofth ti lt
effe ts th
th
in
ef rt to in re
co
it
nt
ig
ha
tm odel fo hu an is
em lo ee
incl
in
organizational goals.
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Norm tive Co
it
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navoidable Turnover."
cc
ch
Within Organizations. Psychologica Association, ancouver Britis Columbia in R. C. lo so 1973 On Op rati nali in of Commitment." Social Forces 51: 448-454. it 27 1-14
rg
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ti
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Concep
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Occupati ns 10: 123-146.
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84
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AM ti
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Port r. 975. Ce tr Life Intere ts rg iit lu -c ll leri rk rs." ence Quarterl 20 411-421. Eisenberger, unti gt n, S. utchison an So a. 1986 "Perceived Organi ationa Support. 71: 500-507. Eisenberger, R., P. Fa lo is-L tr 1990 Perc iv rg iz ti Suppor an ployee Dili ence Co it ent, an In ovation. plie Psychology 75 51-59. Etzioni, A. 1975. Ne York Free Press. ll it Rela ions 8: 681-692. pl yees Lo gitudina Study. Huma rell ri re icto ti natives, an Invest ents." 27 78-95. Ferris, K. R. N. ra 19 3. riso Scales." Personne Psychology 36 87-98. is in Ajzen. 1975 Addison-Wesley. it in terly 33 61-81. Bl on Bank ployees' ogy 68 298-306. Griffin, R.
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Servic
Or
rg th
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it Reading, MA
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R.
id 1983 rk or Attitude an Behaviors. ti
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rg F. 1966 P. te R.
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rg
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li re icti
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Jo Le
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R. te rs Public Employees."
tisf
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