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There are two predominant views of organizational commitment: instrumental and affective. The purpose of the paper is to explore the extent to which an adapted version of Etzioni's macro organizational model of involvement may serve as a single model of both affective and instrumental perspectives of organizational commitment. Moral commitment and alienative commitment are treated as affective forms of organizational attachment, and calculative commitment is treated as an instrumental form of organizational attachment. The paper employs five samples for the investigation. It develops scales for measuring each of the three dimensions of commitment. The paper concludes that organizational commitment is multidimensional. It also concludes that employees report a mixture of commitment types. Evidence is offered in support of the affective character of moral and alienative commitment. Although the evidence is equivocal, there is support for the independence of the two dimensions of affective commitment: moral and alienative. Evidence is also offered for the differential association of the three dimensions of organizational commitment with related aspects of organizational behavior. The paper extends our understanding of organizational commitment by providing a place for both instrumental and affective forms of psychological attachment to organizations. It offers scales which may be used for future research, and it suggests research which may extend the adapted model in this paper as well as provide direction for practising managers.

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Communication competence is considered essential to managing, both in terms of its theoretical role in management and in observations of the communication behaviors of managers. Yet the specific skills and abilities or communication competencies of managers have received only limited study in organizational settings. The purpose of this study was to clarify the relationship between managerial performance and communication competency by identifying communication skills and social cognitive abilities that are associated with managerial performance for both male andfemale managers. Female managers provided lower self-reports of skills than male managers, and results linked managerial performance primarily to communication skills.