Workplace Commitment: A Conceptual Model Developed From Integrative Review of the Research

Abstract

This article investigates the previous research and theories of workplace commitment using content analysis and concept mapping. It provides a conceptual model of workplace commitment, integrating the literature on organizational commitment, occupational/career commitment, and individual commitment. The significance of this article lies in the integration of the extant literature on commitment and the development of a conceptual model of workplace commitment and related propositions derived from the literature. The article discusses interventions that can be used by human resource development (HRD) researchers and practitioners to improve organizational performance by developing workplace commitment in the organization.

Caring as a Managerial Strategy

“…Finally, the RMMC model and subsequent elaboration and empirical research may inform lines of inquiry where HRD scholars are currently involved, such as mentoring (Hegstad & Wentling, 2005;Horvath, Wasko, & Bradley, 2008), workplace commitment (Fornes, Rocco, & Wollard, 2008), career planning (Egan, Upton, & Lynham, 2006;McDonald & Hite, 2005), management development (Cullen & Turnbull, 2005), and viewing HRD from a more holistic perspective (Lee, 2007;Yang, 2004). The lack of research into the area of caring seems to be an important opportunity for HRD practitioners and scholars during difficult times.…”

Affective Commitment as a Core Essence of Organizational Commitment

“…Increasingly, leaders in modern organizations are tasked with attracting, cultivating, and retaining talent with the skills and capabilities to maintain a competitive advantage in their industries (Aguirre, Post, & Hewlett, 2009;Alvino, 2014;Clifton, 2014;Dychtwald, Erickson, & Morison, 2013;Pangarkar & Kirkwood, 2013). The modern environment of economic uncertainty, rapid change, continued globalization, increasing competition, and the rise of the mobile millennial generation serves as the backdrop and potential driver of this increased attention and focus on employee commitment from both practitioners and scholars (Cohen, 2007;Gibb, 2011;Meyer, Stanley, Herscovitch, & Topolnytsky, 2002;Morrow, 2011;Fornes, Rocco & Wollard, 2008).…”

Organisational Culture, Job Satisfaction and Commitment of Lagos-based Construction Workers

“…Therefore each aspect of commitment must be compatible with the type of extant organisational culture. When employee is committed, optimal organisational and individual performance occurs and individual employee satisfaction increases (Fornes et al [36]). When employees are not committed distress within the organization leads to organizational performance problems and low-performing workers.…”