Organizational commitment of a health profession faculty: dimensions, correlates and conditions

Abstract

Health professions depend on their faculties to prepare new practitioners, conduct research and provide essential services. Organizational commitment is an important aspect of faculty effectiveness and job performance, and may impact on turnover, absenteeism and interpersonal trust. A survey of organizational commitment, including faculty demographics and workplace variables, was conducted. Respondents were full- and part-time chiropractic faculty working in the United States and Canada. More than 54% of the study population (n = 609) completed and returned the instrument. A large majority of the respondents were male (68.4%) and employed full-time (81.6%). Almost half (47.5%) of the respondents were assigned to the area of patient care at their institutions. This study provides an initial assessment of organizational commitment among chiropractic faculty. Tenure in higher education, gender and age were found to be the most important predictors of organizational commitment.

Antecedents of organizational commitment among faculty: an exploratory study

“…Antecedents of normative commitment include academic tenure (Adkins et al, 2001); antecedents of continuance commitment include academic rank, organizational tenure and employment status (full time or part time) (Marchiori & Henkin, 2004). However, the academic profession and universities as organizations have more specific features that distinguish them from other types of organizations (Musselin, 2013).…”

Work Related Factors That Affect Burnout Among Accounting And Finance Academicians

“…Secondly, burnout has an effect on job productivity and performance. In general, burnout decreases job performance, job satisfaction, job commitment and quality of service, and increases absenteeism, low morale, and job turnover (Maslach & Jackson, 1984;Nowack et al, 1985;Schwab et al, 1986;Rocca & Kostanski, 2001;Ing-Chung et al, 2003;Marchiori & Henkin, 2004;Uskun et al, 2005;Toppinen-Tanner et al, 2005;Piko, 2006). In order to suggest prevention strategies, the factors which cause burnout have to be identified and accordingly, differential methods may be recommended.…”

An International Comparison of the Effects of HRM Practices and Organizational Commitment on Quality of Job Performances among European University Employees

“…Finally, normative commitment appears to be either positively, negatively, or not related at all to job performances in different studies (e.g., Allen and Meyer, 1996). Most of the studies, however, reveal a positive relationship with performances (e.g., Meyer et al, 2002), although often less strong than the relationship between affective commitment and performances (Meyer and Allen, 1991;Marchiori and Henkin, 2004).…”