Understanding employee motivation through organizational commitment
Abstract
The literature on the construct of organizational commitment is generally based on a unidimensional model of commitment. Some theory and empirical evidence exist which bring this unidimensionality into question. The present research develops a model of commitment as a multidimensional construct comprised of two separate dimensions labelled continuance commitment (desire to remain in the organization) and value commitment (belief in and acceptance of the organization's goals and values, and willingness to exert on organization's behalf). The model also proposes different antecedents and outcomes for each dimension. To test the model, a longitudinal field study is conducted that differentiates the dimensions and tests their relationships with the theorized antecedents and outcomes. Two waves of survey data, separated by a two month interval, are collected within a major national financial institution. 288 respondents ranging in level from clerk to senior vice-president participated. Archival data on absenteeism and performance are also obtained. Factor analysis of commitment items supports the proposed two-dimensional model of commitment. Twenty-two variables measure the categories of investment, equity, job choice, job alternatives, and attitude toward change as continuance antecedents, while eight variables measured the categories of identification, role characteristics, and job choice as value commitment antecedents. Regression analyses of the dimensions onto the proposed antecedents provide some support for the assertion that the two dimensions are caused by distinct factors. The two dimensions are differentially correlated with the proposed outcomes. Although the proposed continuance outcomes (absenteeism, intent to stay, behaviors related to job search) were correlated the same with both commitment dimensions, the proposed value outcomes (performance, satisfaction, organizational citizenship behaviors) were more highly correlated with value commitment than continuance commitment. In general, support was found for multidimensionality, and some support was found for the proposed model. It is suggested that utilization of a two-dimensional commitment model may lead to a better understanding of organizationally-relevant employee behaviors than has the widely accepted unidimensional approach.
Degree
Ph.D.
Advisors
Schoorman, Purdue University.
Subject Area
Management
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