In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with leaving the company), and job satisfaction. Commitment and satisfaction scores were correlated with three indexes of performance obtained from the managers' immediate supervisors. As predicted, affective commitment correlated positively and continuance commitment correlated negatively with all three measures of performance. Job satisfaction did not correlate significantly with performance ratings. The findings are interpreted as illustrating the importance of distinguishing between commitment based on desire and commitment based on need and as supporting organizational efforts to foster affective commitment in their employees.

The factor structure of the Affective and Continuance Commitment Scales (ACS and CCS; Meyer & Alien, 1984), as well as the causal links between affective and continuance commitment, were examined. Data were obtained from 2 employee samples on a single occasion and from a sample of new employees on 3 occasions during their first year of employment. Confirmatory factor analyses revealed that (a) the ACS and CCS measure different constructs and (b) the CCS can be divided into 2 highly related subscales reflecting costs associated with leaving the organization (lack of alternatives and personal sacrifice). Tests of nonrecursive causal models with cross-sectional data revealed that (a) affective commitment had a negative effect on the alternatives component of continuance commitment in all samples and (b) both components of continuance commitment had a positive effect on affective commitment for established employees. Analyses of the longitudinal data revealed only a weak, negative, time-lagged effect of the alternatives component on affective commitment.

No abstract

Despite legislation on diversity in the workplace, people with disabilities still do not experience the same access to work opportunities as do their counterparts without disabilities. Many employers have been shown to harbor sincere yet ill-founded views about the work-related abilities of people with disabilities; these negative views are often a result of interrelated concerns that permeate the entire employment cycle. In this paper, we provide evidence-based responses to 11 specific concerns that employers have about people with disabilities, from pre-employment and entry experiences to the final dissolution of the employment relationship. At each stage of the employment cycle, we summarize and evaluate the relevant empirical evidence and provide recommendations for organizations committed to creating more effective, equitable, and inclusive workplaces for all individuals. We also suggest avenues for future research.

This study examined whether an employee's level of absenteeism was affected by age, organizational tenure, perceptions of interactional justice, affective and continuance commitment, and the perceived absence norm in the employees' work unit or department. One hundred and sixty‐six nursing and food services employees in a mid‐size chronic care hospital provided attitudinal and perceptual data on an employee survey. Absence data (absence frequency and total days absent) were collected during the 12‐month period immediately following an employee survey. Hypothesized relations between the various individual‐ and group‐level factors and employee absenteeism were specified in a structural model and tested using LISREL 7 (Joreskog and Sorbom, 1989). General support was found for the study hypotheses.