Commitment profiles: The configural effect of the forms and foci of commitment on work outcomes

Tsoumbris, Petros; Xenikou, Athena

doi:10.1016/j.jvb.2010.07.006

Cited by 46 publications

(42 citation statements)

References 36 publications

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“…Much of the research on dual (two‐target) commitment has been conducted using a variable‐centered approach (e.g., Meyer, Allen, & Smith, ; Stinglhamber & Vandenberghe, ). However, as the number of targets increases (e.g., Morin, Morizot, et al, ), or multiple mindsets pertaining to each target are considered (e.g., Meyer et al, ; Morin, Meyer et al, 2015; Tsoumbris & Xenikou, ), a person‐centered approach is well suited to detecting heterogeneity in the ways the commitment components (mindsets and targets) combine.…”

Section: Substantive Issues In Person‐centered Researchmentioning

confidence: 99%

“…It has also been used to investigate how commitments to different targets (e.g., organization, occupation, and supervisor) combine (e.g., Becker & Billings, ; Morin, Morizot et al, ). Most recently, research has been conducted to identify mindset profiles to dual targets, including the organization and occupation (Morin, Meyer, McInerney, Marsh, & Ganotice, ; Tsoumbris & Xenikou, ) and organization and supervisor (Meyer, Morin, & Vandenberghe, ). There is now sufficient research, particularly as it pertains to mindset profiles of organizational commitment, to take stock of how well it supports theory and/or suggests needs for revision.…”

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confidence: 99%

“…From a substantive perspective, we provide an updated review of person‐centered commitment studies, including new mindset studies exploring profile consistency across samples (Meyer, Kam, Bremmer, & Goldenberg, ) and over time (Kam, Morin, Meyer, & Topolnytsky, ) as well as profile studies involving multiple mindsets to dual targets (Meyer et al, ; Morin, Meyer et al, 2015; Tsoumbris & Xenikou, ). We also introduce a new labeling scheme to aid in the interpretation and comparison of mindset profile studies and to facilitate integration of findings and advancement of theory.…”

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confidence: 99%

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A person‐centered approach to commitment research: Theory, research, and methodology

2016

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SummaryThere has been a recent increase in the application of person-centered research strategies in the investigation of workplace commitments. To date, research has focused primarily on the identification, within a population, of subgroups presenting different cross-sectional or longitudinal configurations of commitment mindsets (affective, normative, and continuance) and/or targets (e.g., organization, occupation, and supervisor), but other applications are possible. In an effort to promote a substantive methodological synergy, we begin by explaining why some aspects of commitment theory are best tested using a person-centered approach. We then summarize the results of existing research and suggest applications to other research questions. Next, we turn our attention to methodological issues, including strategies for identifying the best profile structure, testing for consistency across samples, time, culture, and so on, and incorporating other variables in the models to test theory regarding profile development, consequences, and change trajectories. We conclude with a discussion of the practical implications of taking a person-centered approach to the study of commitment as a complement to the more traditional variable-centered approach.

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Section: Substantive Issues In Person‐centered Researchmentioning

confidence: 99%

mentioning

confidence: 99%

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confidence: 99%

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A person‐centered approach to commitment research: Theory, research, and methodology

2016

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“…The impact of organizational commitment on satisfaction with life, work withdrawal, organizational citizenship and turnover intentions are supported by the results of Wasti (2002). Tsoumbris and Xenikou (2010) found that a portion of variance in turnover intentions, intentions of changing occupation, and organizational citizenship behavior are explained by organizational commitment.…”

Section: Organizational Commitmentmentioning

confidence: 81%

Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition

Hung¹,

Hsu²

2011

Afr. J. Bus. Manage.

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This paper explores employee organizational commitment in the process of merger and acquisition. A case study of a life insurance merge and acquisition case in which the acquiring company was a local life insurance firm and the acquired company was a foreign-owned insurance company in Taiwan is used. The present study explored two issues: (1) whether employees of the acquiring company and the acquired company perceived changes in work load and career prospects differently during the process of absorption and exhibited different levels of organizational commitment to the surviving company; and (2) the structural relationships between organizational commitment, locus of control and the perceived changes in work load and career prospects for employees of the two companies. We found that work load change and career prospects change is perceived by employees of the two groups invariantly; employees of the acquiring company have higher level of organizational commitment than those of the acquired company; the direct influences of work load change and career prospects change on organizational commitment are statistically significant; the direct influences of locus of control on organizational commitment, work load change, and career prospects change are statistically significant; the indirect influence of locus of control on organizational commitment is statistically significant; and the moderating effect of locus of control is not statistically significant.

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“…Individuals' organizational commitment can predict outcome variables, such as employees' OCB and turnover intention (Tsoumbris & Xenikou, 2010), job satisfaction, (Neininger, Lehmann-Willenbrock, Kauffeld, & Henschel, 2010), and performance (Sinclair, Tucker, Cullen, & Wright, 2005).…”

Section: Organizational Commitment and Turnover Intentionmentioning

confidence: 99%

Structure and Mechanism of Organizational Interpersonal Harmony in Chinese Business

Chen¹

2015

soc behav pers

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Harmony is not only an important value in traditional Chinese culture, but also a key to social development in modern Chinese society. In this study, I explored the theoretical structure and influence of organizational interpersonal harmony on organizational commitment and turnover intention. Interviews with 52 Chinese managers revealed 3 dimensions of interpersonal harmony. An organizational interpersonal harmony scale was then developed and pretested on 117 employees. Further, I conducted a field study of 480 employees from 8 Chinese organizations to test a 2-hierarchy structure of organizational interpersonal harmony. Using hierarchical regression, I found that organizational interpersonal harmony had a positive impact on organizational commitment and a negative impact on turnover intention.

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Commitment profiles: The configural effect of the forms and foci of commitment on work outcomes

Cited by 46 publications

References 36 publications

A person‐centered approach to commitment research: Theory, research, and methodology

A person‐centered approach to commitment research: Theory, research, and methodology

Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition

Structure and Mechanism of Organizational Interpersonal Harmony in Chinese Business

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