Sources of Organizational Commitment

The Effects of Internal Labor Markets and Worker Values

Datos Bibliográficos

ID2154564
AutoresSong Yang (0000-0002-6712-3991, a Department of Sociology, University of Arkansas , Fayetteville, Arkansas, USA), Steven Worden (a Department of Sociology, University of Arkansas , Fayetteville, Arkansas, USA), George Wilson (0000-0002-6620-9427, University of Miami)
Año2004
Volumen24
Número6
Páginas667-688
Fecha de publicación2004-11-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaSociological Spectrum (JOURNAL)
Identificadores de la revistaISSN: 0273-2173 • E-ISSN: 1521-0707
EditorialInforma UK Limited (PUBLISHER • GB)
DOI10.1080/02732170490467954
OpenAlexW2003059282
IdiomaEN
Citas recibidas3
Referencias citadas31

Data from the 1991 General Social Survey and National Organizations Survey are used to assess how organizational commitment is structured by one “demand side,” organizational-based factor, firm internal labor markets, and one “supply side,” individual-based factor, the values/preferences of workers. Findings indicate that organizational commitment is best explained by the joint influence of these two factors rather than by their independent effects. Specifically, firms with internal labor markets are conducive to the development of high levels of organizational commitment to the extent that what they offer, namely, opportunities for career-status and long-term employment “fit” what workers desire: job security and possibilities for promotion with their current employer. We offer directions for future research that may shed additional light on the manner in which internal labor markets and the values/preferences of workers may structure organizational commitment

Business · Economics · Job security · Labour economics · Management · Organizational commitment · Political science · Survey data collection · Employment and Welfare Studies · Job Satisfaction and Organizational Behavior · Labor Movements and Unions · Marketing