Career stage as a moderator of the relationships between organizational commitment and its outcomes: A meta‐analysis

Cohen, Aaron

doi:10.1111/j.2044-8325.1991.tb00558.x

Cited by 209 publications

(195 citation statements)

References 30 publications

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“…The results lend support to life development theory that attitude and behaviour of individuals are influenced by their experiences of the environment and by changes in these experiences as they grow older. Results are consistent with the findings of Cohen, 1991;Mathieu and Zajac, 1990;Suliman and Iles, 2000) that commitment will vary over the course of people's careers due to differences in their perceptions caused by life experiences. The study indicates that the mindset of the older employees is different from those of younger employees.…”

Section: Discussionsupporting

confidence: 81%

“…These propositions have been confirmed in number of studies (e.g. Cohen, 1991;Meyer and Allen, 1993;Morrow and McElroy, 1987;Winter et al, 2000;Kumar and Giri, 2009). …”

Section: Career Stages and Organizational Commitmentsupporting

confidence: 52%

“…Cohen and Lowenberg, 1990;Meyer and Allen, 1984) even questioned the importance of age and tenure as determinants of organizational commitment. The major limitation of studies on these relations is that both age and tenure have been considered in the organizational commitment literature as time related variables representing similar effects and processes in their relation with organizational commitment (Cohen, 1991). However, researchers (e.g.…”

Section: Age and Tenure As Antecedents Of Organizational Commitmentmentioning

confidence: 99%

“…A slightly different model was suggested by Reichers (1986), who excluded the pre-employment stage and concentrated on three stages of development: early, mid, and late-career stages. This category partially corresponds to the exploration, establishment, and maintenance stages of Super's (1957) theory, and similarly to the 'entering the adult world stage (early), 'thirties transition' and 'settling down' stages (mid), and 'middle adulthood' stages (late) of Levinson et al's (1978) typology (Cohen, 1991). Ornstein, Cron, and Slocum (1989) argued that career stages can be based either on age or on organizational, positional or professional tenure.…”

Section: Career Stagesmentioning

confidence: 99%

“…A number of studies have shown that employee work attitudes differ across career stages (e.g. Allen and Meyer, 1993;Cohen, 1991;Cron and Slocum, 1986;Guthrie and Schwoerer, 1996;Kumar and Giri, 2009;Lynn, Cao and Horn, 1996;Mathieu and Zajac, 1990;Mehta, Anderson, and Dubinsky, 2000;Suliman and Iles, 2000).…”

Section: Introductionmentioning

confidence: 99%

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Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

Sandhu¹,

Kaur²

2010

IJBM

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This study examines the career stage effect on organizational commitment of bank employees. The subjects included 660 clerical and managerial staff of Indian banks operating in the state of Punjab in northern India. Organizational commitment has been measured by Meyer et al.'s (1993) Organizational Commitment Scale. Career stages were identified by each respondent's self-reported age, and tenure in the organization. Results of the study revealed significant differences in organizational commitment across career stages of employees when career stages were categorized on the basis of chronological age but no significant difference in any dimension of organizational commitment has been found between employees in early-career stage (up to 2 years of experience), and employees in mid-career stage (3-10 years of experience). The findings of the study have positive and useful implications for HR systems in Indian banks to design more effective organizational career planning programs and procedures.

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Section: Discussionsupporting

confidence: 81%

“…These propositions have been confirmed in number of studies (e.g. Cohen, 1991;Meyer and Allen, 1993;Morrow and McElroy, 1987;Winter et al, 2000;Kumar and Giri, 2009). …”

Section: Career Stages and Organizational Commitmentsupporting

confidence: 52%

Section: Age and Tenure As Antecedents Of Organizational Commitmentmentioning

confidence: 99%

Section: Career Stagesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

Sandhu¹,

Kaur²

2010

IJBM

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Corporate environmental commitment: Developing the operational concept

1994

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This article attempts to develop an operational measure of the notion of Corporate Environmental Commitment (CEC), through an examination of CEO's perceptions of their firms' behaviour regarding a number of environmental items. This is done by identifying a number of salient items in the literature and integrating them into a survey instrument. The mail survey was administered to the key informants of the 1000 largest organisations in Australia of which 306 responded. Iterative Factor‐Analysis of the data revealed that the questionnaire items (55 items in total) could be statistically collapsed into four factors representing the overall degree of ‘Corporate Environmental Commitment’. The four factors were (1) the degree to which environmental audits are emphasised as an environmental evaluation tool (Audit); (2) the existence and role of a clear and well disseminated environmental policy (Policy); (3) consideration of environmental impacts in assessing future corporate activities including investments & projects (Future Activities) and (4) incorporation of environmental issues in corporate appraisal systems (Appraisal Systems). Internal consistency within each of the four factors revealed significant reliability of all factors. It is suggested that the use of the four‐factor method uncovered in this study bears significant practical relevance, allowing firms to assess their environmental commitment (EC) at the corporate level.

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How does satisfaction translate into performance? An examination of commitment and cultural values

Jin

Zheng

2009

Human Resource Dev Quarterly

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The purpose of this study is to add new insights into the mechanism through which job satisfaction relates to job performance. Affective commitment was tested as a potential mediator between job satisfaction and job performance, and traditionality was used as a potential moderator between job satisfaction and affective commitment. A survey study was conducted on 292 employees from seven companies in China. The study findings suggest that affective commitment serves as one of the mechanisms through which job satisfaction influences job performance. Job satisfaction can strengthen people's identification with, involvement in, and emotional attachment to their organization which in turn can foster better performance. The second major finding of this study is that cultural values influence how well people translate job satisfaction into affective commitment. People who are culturally more traditional tend to transfer their satisfaction with their job into stronger commitment than people lower in cultural traditionality. HRD implications are drawn.Since the emergence of the human relations movement, the relationship between job satisfaction and job performance has captured much scholarly attention (Judge, Thoresen, Bono, & Patton, 2001). Human resource development (HRD) draws heavily from the human relations philosophies and is concerned with how to foster desirable workplace attitudes and behavior, among which job satisfaction and job performance are key constructs (Bartlett & Kang, 2004). Studies multiplied to shed light on the linkage between job satisfaction and job performance but findings remain controversial (Brayfield &

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Career stage as a moderator of the relationships between organizational commitment and its outcomes: A meta‐analysis

Cited by 209 publications

References 30 publications

Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

Corporate environmental commitment: Developing the operational concept

How does satisfaction translate into performance? An examination of commitment and cultural values

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