A Contextual Analysis of Organizational Commitment

Bibliographic Data

ID10563129
AuthorsSong Yang (0000-0002-6712-3991, University of Arkansas at Fayetteville, corresponding author)
Year2003
Volume36
Issue1
Pages49-64
Publication date2003-02-01
Open AccessNo
TypeARTICLE
VenueSociological Focus (JOURNAL)
Journal identifiersISSN: 0038-0237 • E-ISSN: 2162-1128
PublisherTaylor & Francis (PUBLISHER • GB)
DOI10.1080/00380237.2003.10570715
OpenAlexW2315820383
LanguageEN
Citations received5
References cited16

The structural transformation of American organizations has had a tremendous impact on organizational human resource practices, particularly on employer-employee relationships. In this paper I analyzed how different organizational structures affect the organizational commitment of employees at different occupational ranks. Using data from the 1991 General Social Survey (GSS), I found that the occupational effect on organizational commitment, in which higher ranking employees demonstrate greater commitment than do lower ranking employees, is contingent on organizational structure. On the one hand, highly bureaucratized organizations produce a commitment gap: Managers have a higher organizational commitment than do workers. On the other hand, organizations with many high-performance work practices elicit high levels of organizational commitment from workers but relatively low levels of commitment from managers. I discuss the theoretical implications of these empirical findings

Affect (linguistics · Affective events theory · Business · Job performance · Job satisfaction · Knowledge management · Organizational behavior and human resources · Organizational commitment · Organizational learning · Political science · Public relations · Ranking (information retrieval · Survey data collection · Computer Science · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Nonprofit Sector and Volunteering · Psychology · Social Psychology

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