Nature of the Interactions among Organizational Commitments: Complementary, Competitive or Synergistic?^*

Abstract

Although organizational commitment is a multidimensional construct, researchers have tended to examine the independent effects of its different forms. However, doing so creates potential problems of model misspecification and under-prediction if interactions exist among different commitments. In this paper we discuss theoretically plausible interactions among different commitments, the patterns of which are expected to vary depending on the nature of the criterion and the foci of commitment. We then test these predictions via empirical data. Results revealed a 'synergistic' pattern of effects for discretionary outcomes, such that levels of organizational citizenship behaviour and strain were most favourable when employees reported high levels on multiple commitments. Importantly, no evidence was found for competitive effects between commitments, such that high levels on multiple commitments are detrimental. We discuss the implications of our findings for research and practice.

A study of the relationship between exit, voice, loyalty and neglect and commitment in India

“…In addition to differentiating between different forms of organizational-level commitments, Johnson et al (2009) Johnson et al, 2009). Furthermore, by incorporating team-level commitment we are able to examine the interactive effects of different foci of commitment on ELVN.…”

“…In India, Saini & Budhwar (2008) (Costa, 2003;Becker 1992). This assertion is predicated on the assumption that individuals who are highly committed to both foci have greater reasons to behave constructively which should translate into a greater propensity to stay loyal to the organization rather than exit or neglect the organization (Johnson et al, 2009). Furthermore, team commitment could potentially moderate the effects of calculative commitment on some of the EVLN factors.…”

“…However, in contrast to the synergistic effects of the two foci of commitment on exit, we expect that at high levels of calculative commitment and team commitment, the two foci of commitments work against each other on their effects on neglect. That is, as far as neglect is concerned, commitment to both foci pulls "employees in different directions" (Johnson et al, 2009). This is because, while high calculative commitment may lead to neglect, high team commitment inhibits employees from neglecting the organization and letting their team down.…”

“…In this study, we contend that focusing on a single type of organizational commitment does not allow researchers to capture the possible impacts different types of commitment have on employees' actions (Johnson et al, 2009). To fill this gap, we examine the association between different forms of organizational-level commitment and team-level commitment and EVLN in the Indian set-up.…”

Employees' external representation of their workplace: Key antecedents

“…Organizational commitment has been a top management research priority for several decades (e.g., Aryee and Chayt, 1994;Allen and Meyer, 1993;Boshoff and Mels, 2000;Jaramillo, Mulki, and Marshall, 2005;Johnson, Groff, and Taing, 2009;Strauss, Griffin, and Rafferty, 2009). Organizational commitment represents the strength of an individual's identification with and contribution to a particular organization (Mathieu and Zajac, 1990;Mowday, Steers, and Porter, 1979;Porter, Steers, Mowday, and Boulian, 1974).…”