Antecedents and consequences of basic versus career enrichment benefit satisfaction

Blau, Gary; Merriman, Kimberly K.; Tatum, Donna Surges; Rudmann, Sally V.

doi:10.1002/job.105

Cited by 30 publications

(28 citation statements)

References 43 publications

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“…Findings from the academic arena are inconclusive as well. Although some researchers have found a strong, positive relationship between POS and desired employee outcomes (Babakus et al, 1996;Eisenberger et al, 1990;Randall et al, 1999;Whitener, 2001), others have found the relationship to be weak (e.g., Blau et al, 2001;Coyle-Shapiro and Kessler, 2000;Stinglhamber and Vandenberghe, 2003), or even negative (e.g., Cropanzano et al, 1997;Masterson et al, 2000). Conflicting findings such as these are problematic considering the resources firms are investing in these programs, and highlight the need for clarification.…”

Section: Introduction and Study Developmentmentioning

confidence: 85%

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Riggle

Edmondson

Hansen

2009

Journal of Business Research

541

377

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Section: Introduction and Study Developmentmentioning

confidence: 85%

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Riggle

Edmondson

Hansen

2009

Journal of Business Research

541

377

View full text Add to dashboard Cite

“…Also, Gellatly, Hunter, Currie and Irving (2009) posited a significant relationship between firms compensation packages and employees affective and continuance commitment towards their organization. Likewise, Blau, Merriman, Tatum and Rudmann (2001) reported a significant relationship between performance based compensation and organizational commitment. In contrast, in the studies of Fiorito, Bozeman, Young and Meurs (2007) it became evident that performance based compensation are negatively related to organizational commitment.…”

Section: Performance Based Pay and Organizational Commitmentmentioning

confidence: 95%

Achieving Organizational Commitment through HRM Practices: The Ghanaian Banking Sector Experience

Coffie¹,

Boateng²,

Coffie³

2018

IJBM

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Organizational Commitment indicates the degree to which HRM practices are able to cultivate emotional connection between firms and employee goals. This study sought to investigate the nature of the relationship between the implementation of HRM practices and organizational commitment in the banking industry in Ghana.Employing the three component model of Allen and Meyer as the underlying theory of organizational commitment, the researchers examined the six HRM practices in five selected commercial banks in Ghana. Adopting the quantitative method of research, a descriptive including a multiple regression analysis was used to analyze the existing relationship between the HRM practices and organizational commitment. Findings from the study revealed that affective and normative forms of commitment were preferred to continuance forms of commitment. Again whilst respondent's affective and normative commitment included performance based pay, communication and information sharing, training and development and rewards recognition, that of the continuance commitment also included communication, information sharing, recruitment and selection performance appraisal as well as rewards and recognition. The study concludes that there is a positive relationship between the implementation of HRM practices and organizational commitment. A further study is therefore suggested towards the conduct of a qualitative study in all banks in Ghana to consider the applicability of generalizability on the subject matter.

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“…Noe et al ., 1997). In fact, research has shown that employee satisfaction with development opportunities in general is related to organisational commitment (Meyer and Smith, 2000; Bartlett, 2001; Blau et al ., 2001; Tansky and Cohen, 2001).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action

Benson

2006

Human Res Mgmt Journal

215

187

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Participation in three types of development activities is examined among salaried employees of a firm that significantly increased access to development after a series of layoffs in the late 1990s. Analyses of survey and archival data representing 667 employees show that on‐the‐job training was positively related to organisational commitment and negatively related to intention to turnover. Participation in tuition‐reimbursement, which provides more general or marketable skills, was positively related to intention to turnover. However, intention to turnover was reduced after earning a degree through tuition‐reimbursement if employees were subsequently promoted. Implications for an employment relationship based on ‘employability’ are discussed.

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Antecedents and consequences of basic versus career enrichment benefit satisfaction

Cited by 30 publications

References 43 publications

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Achieving Organizational Commitment through HRM Practices: The Ghanaian Banking Sector Experience

Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action

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