Motivational bases of affective organizational commitment: A partial test of an integrative theoretical model

Abstract

A theoretical process‐oriented model of affective organizational commitment is presented to explain the psychological mechanisms that may trigger individuals' affective commitment to their organization. An operational version of the model is tested, along with several theoretically based alternative models, using meta‐analytic correlations and structural equations modelling. Results suggest that intrinsic motivation is a partial mediator of the relationship between several exogenous variables (job characteristics and work context variables) and work attitudes (affective organizational commitment and general job satisfaction). In addition, affective commitment and general job satisfaction are related to turnover behaviour, whereas only affective commitment is related to absenteeism. Implications for theory and applied research are discussed.

ACE Membership: A Benchmark Study

“…These choices support previous research about the importance of communication and professional development to members of voluntary organizations (Catchings, 2004;DuBrin, 2002;Eby et al, 1999;Greenslade & White, 2005;Helman & McMillin, 2001;Randall & O'Driscoll, 1997). Members' citation of the Critique and Awards program supports the idea that individual self-esteem derived from organizational activities increases member commitment (Kwan et al, 2004).…”

“…Emotional ties to an organization may be enhanced by the personal relationships built in smaller divisions of a large organization (Eby, Freeman, Rush, & Lance, 1999;Randall & O'Driscoll, 1997), with initial socialization of new members building satisfaction; such socialization may be made easier if there are smaller subgroups within the organization (Helman & McMillin, 2001).…”

“…Professional organizations perform best when they satisfy professionals' unique career development needs and their common concerns, as well as meeting basic human needs for belonging and social interaction (Aranya & Jacobson, 1975;Baard et al, 2004;Brierley, 1996;DuBrin, 2002;Eby et al, 1999;Greenslade & White, 2005;Kitayama et al, 1997;Pepper, 1995;Petty & Cacioppo, 1986;Randall & O'Driscoll, 1997;Rusbult, 1983). The findings as to which activities were cited as satisfying were also congruent with research indicating the importance of member communication in fostering organizational loyalty and retention (Catchings, 2004;Mai & Akerson, 2003).…”

“…Such concerns highlight the importance of small groups within larger organizations and the continuing importance of member self-esteem and meeting proximity to participation; these factors have been identified as key to building commitment, and proximity was acknowledged as important in encouraging participation among members (Aranya & Jacobson, 1975;Brierley, 1996;Eby et al, 1999;Fotheringham, 1981;Fuller et al, 2003;Bagerstrand, 1952;Helman & McMillin, 2001;Kwan et al, 2004;Randall & to pinpoint the precise reasons for ACE members' dissatisfaction with these organizational features, with a view to crafting organizational responses to them.…”

Triggering Employee Motivation in Adverse Organizational Contexts: “Going the Extra Mile” while Holding Hands with Uncertainty?

“…: Aselage & Eisenberg, 2003); the quality of affiliation between individual and organization -affective organizational commitment-motivation positive association (eg. : Eby, Freemam, Rush & Lance, 1999); the working environments perspective: the organizational climate-motivation positive association (eg. : Mahal, 2009)).…”