Comparing operationalizations of dual commitment and their relationships with turnover intentions

Robinson, Sean D.; Griffeth, Rodger W.; Allen, David G.; Lee, Michael B.

doi:10.1080/09585192.2011.579917

Cited by 9 publications

(11 citation statements)

References 37 publications

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“…Second, our study not only provides additional evidence of the existence of dual commitment (Carson et al, ; Ezirim et al, ; Robinson et al, ), but also empirically demonstrates that collaborative union–management relations do not necessarily weaken the relationship between the union and its members. In this respect, the positive links between the WRC and both union and organisational commitment in our final model are in line with the argument that positive workplace relations provide the right cognitive conditions (Festinger, ) for the adoption of dual commitment by limiting workers' role conflicts (Magenau et al, ).…”

Section: Discussionsupporting

confidence: 53%

“…This result is in line with previous research that used the correlational approach to assess the presence of dual commitment and obtained similar results (Johnson, Johson, & Patterson, ; Snape & Chan, ). In this regard, previous research has generally “found correlations from 0.22 to 0.34 to be indicative of dual commitment” (e.g., Barling, Wade, & Fullagar, 1990; Gordon, Beauvais, & Ladd, , in Robinson et al, : 1344).…”

Section: Resultsmentioning

confidence: 95%

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The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

Fortin-Bergeron

Doucet²,

Hennebert³

2018

Human Res Mgmt Journal

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This article examines the effect of transformational and laisser‐faire leadership on the part of local union leaders and immediate supervisors on the dual commitment of unionised workers. Building on the social information processing perspective, it is suggested that these leadership styles are linked to commitment through the workplace relations climate (WRC). Based on a sample of 834 unionised workers, our results suggest that WRC represents an important mechanism explaining the effect of the immediate supervisor's leadership in unionised settings. Results also show that transformational leadership on the part of union representatives is positively linked to union and organisational commitment. This article contributes to the WRC and dual commitment literatures by going beyond structural and institutional explanations and considering relational and actor‐related variables, such as leadership styles.

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Section: Discussionsupporting

confidence: 53%

Section: Resultsmentioning

confidence: 95%

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

Fortin-Bergeron

Doucet²,

Hennebert³

2018

Human Res Mgmt Journal

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“…For example, over 99 per cent of individuals are assigned to the same taxons across four samples in the Sverke and Sjoberg () Swedish union data. The distribution of individuals produced by the mid‐point split differs markedly from the median and mean splits in assigning fewer individuals to a dual commitment taxon in the Sverke and Sjoberg () but more in a Korean study of union members by Robinson et al (). Lastly, the Swedish study found cluster analysis assigned 88 and 87.3 per cent of individuals to the same taxons as are allocated by median and mean splits, respectively.…”

Section: Literature and Hypothesesmentioning

confidence: 94%

“…The choice of approach is essentially an arbitrary one, and some studies apply alternative bifurcation methods and then assess the impact on the results (e.g. Sverke and Sjoberg, 1994;Robinson et al, 2012).…”

Section: Commitment To Organisation and To Unionmentioning

confidence: 99%

“…There is now a sizeable literature on employees' commitment to their employer and to their union, with studies on the antecedents of organisational (Meyer et al, ; Klein et al, ) and union commitment (Bamberger et al, ; Monnot et al, ; Deery et al, ; Fiorito et al, ), and on the possibility of employees being dually committed to both (Reed et al, ; Cohen, ; Kim and Rowley, ; Robinson et al, ; Akoto, ). The findings suggest that, in spite of the possibility that commitment to employer and union might be considered as conflicting, dual loyalty is very common, particularly where the climate of employee relations is relatively harmonious.…”

Section: Introductionmentioning

confidence: 99%

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The consequences of dual and unilateral commitment to the organisation and union

Redman

Snape

2016

Human Res Mgmt Journal

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. THE CONSEQUENCES OF DUAL AND UNILATERAL COMMITMENT TO THE ORGANISATION AND UNION. AbstractThis paper examines the pattern and consequences of commitment to organisation and union amongst union members in a UK National Health Service (NHS) Trust. Those who perceived the industrial relations climate as positive were more likely to be dually committed to both organisation and union. As anticipated, union commitment predicted union citizenship behaviours and intent to quit the union.However, organisational commitment predicted intent to quit the organisation but not organisational citizenship behaviour, which was predicted by union commitment.Findings suggest that those with a unilateral commitment to the union are more likely than the dually committed to engage in citizenship behaviours aimed at helping fellow members and colleagues, perhaps because they feel unconstrained by any strong loyalty to the organisation.

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Employee Turnover and Strategies for Retention

Grotto¹,

Hyland²,

Caputo³

et al. 2017

The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention

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Comparing operationalizations of dual commitment and their relationships with turnover intentions

Cited by 9 publications

References 37 publications

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

The role of management and trade union leadership on dual commitment: The mediating effect of the workplace relations climate

The consequences of dual and unilateral commitment to the organisation and union

Employee Turnover and Strategies for Retention

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