顾客关系承诺研究:模型与实证

顾客关系承诺有三个维度,持续性承诺、规范性承诺以及情感性承诺。顾客关系承诺意愿越强,则其转换意图就越弱,忠诚度越高。持续性承诺的影响因素包括转换成本和服务质量;情感性承诺的影响因素包括满意和信任;规范性承诺的影响因素为主观规范。对山东省服务业的调查分析显示,情感承诺、规范化承诺和持续性承诺都与转换意向负相关,但是情感承诺由规范化承诺中介,即情感承诺越强,对服务供应商的规范化承诺越强。主观规范与转换意图之间的关系由规范性承诺中介,信任与转换意图之间的关系由情感承诺中介,转换成本与转换意图之间的关系由持续性承诺中介,服务质量和转换意图之间关系没有由持续性承诺中介。     

Commitment before and after: An evaluation and reconceptualization of organizational commitment

A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.). The advantages include good psychometric properties of the current scales, acceptable discriminant validity of the three dimensions, and research findings that showed the usefulness and acceptable content validity of the three-dimensional approach. Some of the limitations are limited predictive validity, conceptual ambiguity of continuance commitment, and concept redundancy between normative and affective commitment. This paper suggests a conceptualization that builds upon the strengths of the current approaches and minimizes their limitations. The proposed theory contends that organizational commitment is two-dimensional. One dimension is instrumental in nature and the second is affective. In addition, a sharp difference needs to be made between commitment propensity that develops before one's entry into the organization and commitment attitudes that develop after one's entry into the organization. The advantages of the suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed.     

Have we studied,should we study,and can we study the development of commitment? Methodological issues and the developmental study of work-related commitment

The study of developmental trajectories involves examining how and why a measure or index of behavior changes over time. Within the huge body of work devoted to different forms of work commitment, very little has directly and explicitly addressed developmental issues. Theory suggests that some forms of work commitment develop prior to actual experience of the focus of the commitment (e.g., normative commitment and work ethic). For affective and continuance commitment, however, it has been hypothesized that experience is essential. In most instances, this experience is gained after entry into the work force and, specifically, into an organization. Therefore, understanding how these types of commitment develop and highlighting the factors related to tenure that cause changes in commitment will not only fill a gap in the empirical work and strengthen commitment theory, but will help managers to optimize the commitment of their employees. This paper outlines the current understanding of changes in commitment with time and describes a research method, taken from the developmental psychology literature, that overcomes some of the problems inherent to the approaches most frequently used to imply developmental change in organizational psychology. It concludes with suggestions for future research incorporating this method.     

Mentoring in family businesses: Toward an understanding of commitment outcomes

Drawing from the mentoring and organizational commitment literatures, this paper addresses the relationship between mentoring and organizational commitment within the family business context. While there is a clear connection between mentoring and organizational commitment in the broader literature, the relationship takes on added complexity in family businesses. In this paper, we develop arguments and offer propositions suggesting that mentoring in family firms results in different commitment outcomes depending on the familial status of the members in the mentoring dyad. While mentoring is most often linked to affective commitment, our propositions extend theory by suggesting that the unique mentoring relationships present in family firms can foster normative and continuance commitment in many circumstances. Propositions regarding mentoring and the various facets of organizational commitment are presented. Implications for theory and human resource management are also discussed.     

Observations on the organizational commitment of Chinese employees: comparative studies of state-owned enterprises and foreign-invested enterprises

Although recent research has begun to touch upon the organizational commitment of Chinese employees, most studies have been limited to the transposition of Western methodology to a Chinese context. This paper examines two groups of Chinese employees, those working in state-owned enterprises (SOEs) and those working in foreign-invested enterprises (FIEs), and compares the organizational commitment of each group. In order to reflect Chinese characteristics more accurately, the present study used a questionnaire incorporating items drawn from previous Chinese and Western studies. The various multidimensional structures of organizational commitment put forward by both Eastern and Western researchers to date have been re-examined using a sample of 1,232 industrial employees. Results indicate that a five-factor component model, including affective commitment, active continuance commitment, passive continuance commitment, normative commitment and value commitment, fits the data best. The key findings of this study are that SOE employees have higher levels of active continuance commitment and passive continuance commitment, and a lower level of value commitment, than employees of FIEs. It can be inferred from these differences that, in contemplating appropriate measures designed to foster the commitment levels of Chinese employees, management should recognize that the measures required to achieve such a goal will vary according to form of economic ownership (SOEs vs. FIEs). Implications for human resource management in both SOEs and FIEs are discussed.     

New public management and organisational commitment in the public sector: testing a mediation model

This paper focuses on the attitudes of learning professionals towards New Public Management (NPM). In a survey of the UK further education sector (n = 433), NPM beliefs were found to be positively associated with both affective and normative organisational commitment. However, as expected, NPM beliefs were not found to be related to continuance organisational commitment. The results also show that although perceived organisational support mediates the relationship between NPM beliefs and affective organisational comment, it is only a partial mediator of the relationship between NPM beliefs and normative organisational commitment. The theoretical and practical implications of these findings, and potential directions for future research, are discussed.     

Effects of personal characteristics on organizational commitment: evidence from Brazil's oil and gas industry

In 1997, Brazil's major energy company faced a loss of its monopoly as part of the country's structural reform. Many of its employees were recruited by new entrants to the oil and gas industry. In order to retain employees, the company initiated a multiyear planning process which included a redesigned human resource management model oriented to organizational commitment. This study examines the long-term influence of five employee personal characteristics (type of employment, job level, gender, education level and service time) on the affective, normative and continuance components of organizational commitment. The research was conducted in one of the company refinery and involved a questionnaire survey of all employees and interviews with senior managers. It was found that type of employment (company staff or contractor) had the greatest impact on affective and normative commitment, while service time and education level are the most significant contributors to continuance commitment. Gender and job level were found to have limited implication for commitment. The results demonstrate that the company response to structural reform had the long-term positive effect of binding employees to the organization.     

Organisationales Commitment und seine Einflussfaktoren: Eine qualitative Metaanalyse

It is a result from increasing individualism and the ongoing deregulation of formal and psychological work contracts that organizational commitment has become one of the key concepts in management research and practice. There is growing empirical research not only on the effects of commitment on organizational performance, but also on its personal, organizational and contextual antecedents. In this literature review the state of the art in commitment-related research is presented and discussed. We refer to the grounding work of Meyer and Allen (1991) and their distinction between affective, normative, and continuance commitment. The paper is based on three meta-analyses and an additional systematic review of 61 empirical studies. They provide evidence for the fact that there is a shift from demographic to differential personality factors in research. Affective commitment and normative commitment can be explained by individual differences (e.g., self-efficacy and trustfulness), work environment (e.g., transformational leadership and controllability), and organisational characteristics (e.g., supporting human resources policy and interpersonal, distributive, and procedural justice). Continuance commitment has been found negatively correlated with affective and normative commitment. Significant antecedents are the same work-related factors as for the two other forms of commitment, but the coefficients are inverse. Contrary to former results, national culture has no effect neither on the link between other antecedents and commitment, nor on commitment itself.     

Factors of internal corporate social responsibility and the effect on organizational commitment

Internal corporate social responsibility (CSR) has become an essential part of organizations' social responsibility. Yet, to date, CSR's internal dimension has been widely neglected in the literature. This paper empirically explores the concept of internal CSR and its relationship to employees' affective and normative organizational commitment. For conceptualizing internal CSR, seven factors are theoretically derived based on social exchange theory. The research model is initially tested through a pre-test consisting of 386 respondents from a German company active in the renewable energy sector. The main survey is carried out in an international pharmaceutical company, resulting in 2081 employee responses. The results reveal that the relevant factors constituting internal CSR are present and that the latter has a strong effect on employees' affective organizational commitment and a comparatively low effect on normative organizational commitment. Furthermore, a mediating role of affective on normative organizational commitment is detected.     

What factors influence the organizational commitment of public sector employees in China? The role of extrinsic,intrinsic and social rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment of 239 Chinese public sector employees. Hierarchical regression analysis revealed that although variables included to measure extrinsic and social rewards were strongly related to organizational commitment, variables included to measure intrinsic rewards had limited influence. These findings suggest that the antecedents of organizational commitment in the Chinese public sector are significantly different from those in the Chinese private sector and public sector organizations in the West.     

Interaction effects of dual organizational commitment on retention in international assignments: the case of Western expatriates in Vietnam

The purpose of this study is to examine the interaction effects of two commitment foci (parent company and local operation commitment) on a focal work behavior (retention in an international assignment). Accordingly, this study formulated and tested four hypotheses by using hierarchical regression, moderated regression analyses and plots of two-way interactions. The data were gathered from 471 Western expatriates working for the subsidiaries of multinational companies in Vietnam. The results confirmed that all components (affective, normative and continuance) of parent company commitment and local operation commitment positively predicted retention in international assignments; however, the retention was more driven by the parent company commitment. Besides, the relationships between two components (affective and continuance) of local operation commitment and retention were moderated by the corresponding components of parent company commitment. The findings improve the understanding of dual commitment's links to work behaviors in international business contexts. Moreover, as to the practical implication, multinational companies were recommended to be aware of the level of expatriate commitments to two foci in order to reduce the rate of premature return.     

The role of organizational culture in the relationship between leadership and organizational commitment: an empirical study in a Greek organization

The aim of this paper is to explore the nature of relationships between organizational culture and leadership behaviours in affecting employees' commitment to their work organization. Building on organizational commitment literature, this study used a survey methodology. Empirical evidence was obtained from 300 employees working in a large Greek service company. The analyses indicated that the culture orientations examined served as mediators in the relationship between leader behaviour and followers' affective and normative commitment to the organization. The findings also indicated that continuance commitment is a two-dimensional construct; the ‘personal sacrifices’ dimension was found to be related to organizational culture and transactional contingent reward. This research paper has key messages for practitioners contributing to the fields of commitment, organizational culture, leadership and human resource management.     

The study of the effects of identity-related judgment, affective identification and continuance commitment on WOM behavior

In the past, many researches had focused on discussions related to the importance of word-of-mouth (WOM) that affects consumer behavior. In this research, the antecedents of WOM behavior will be discussed from WOM senders’ perspectives. It covers consumers’ identity-related judgment, affective identification, and continuance commitment. Furthermore, discussions will also be made regarding whether consumer affective identification and continuance commitment will affect the relationship between consumers’ identity-related judgment and WOM behavior. The study findings show that the distinctiveness and conformity of consumers have significant effects on consumer affective identification. In terms of mediating effects, consumer affective identification plays a mediating role in consumers’ identity-related judgment, continuance commitment and WOM behavior.     

Analysis of organizational commitment and work–family conflict in view of doctors and nurses

The present study investigates the relationship between organizational commitment and work–family conflict for medical doctors and nurses. Using canonical analysis on questionnaire, this relation has been tested distinctively through three sub-dimensions of organizational commitment listed: affective commitment, continuance commitment and normative commitment. Data collected from 766 (411 doctors and 355 nurses) individuals employed at seven state hospitals and three medical faculties of universities in Ankara. Analysis revealed that the relationship between organizational commitment scale and work–family conflict scale is weak and positive. Results suggest that the more committed the doctors and nurses are to the hospital they work for, the more work–family conflict they experience. On the basis of the sample information obtained in this study, it is possible to claim that if the employees are supported to establish a fair balance between their work and family lives in the guidance of these principles, a strong commitment to the organization will develop.     

Temporary Liaisons: The Commitment of ‘Temps’ Towards Their Agencies*

abstract The majority of research on organizational commitment has focused on commitment in traditional, ongoing and open‐ended relationships. The commitment of employees in non‐standard work arrangements such as temporary employment has been subject to much less theoretical and empirical investigation. In this study, we examine the affective and continuance commitment of temporary workers towards their agency and its determinants. We distinguish two groups of determinants: the process by which the temporary worker chose a particular agency and the support provided by the agency. The findings can be summarized as follows: (1) affective commitment among temps is generally higher than their continuance commitment; (2) having more alternative agencies to choose from (i.e., volition) does not enhance the commitment of temporary workers; (3) a public choice for a particular agency raises both types of commitment, whereas the perceived agency dependence created by the choice increases continuance, but not affective commitment; and (4) both types of commitment are positively influenced by agency supportiveness, reflected in the way the agency deals with problems, the career support it provides, and the way it keeps in close contact with its temporary workers. Finally, the results suggest that factors raising affective commitment may ‘spill over’ to increase continuance commitment.     

A person-centered approach to the study of commitment

Theories of workplace commitment have become increasingly complex with propositions regarding its multiple-component structure (e.g., affective, normative, continuance) and multiple foci (e.g., organization, supervisor, team). To date, most research has taken a variable-centered approach (e.g., regression, SEM) to address the additive and interactive effects of commitment components and foci on behavior and well-being. This assumes that research samples are homogeneous and that the same theoretical framework and empirical findings apply uniformly to employees in general. More recently, it has been proposed that a sample can contain subgroups and that the variables of interest (e.g., commitment components or foci) might combine and relate differently to other variables within these subgroups. Consequently, there has been an increase in the use of person-centered strategies (e.g., cluster analysis, latent profile analysis) to identify and compare these subgroups. We provide an overview of commitment theory and research to demonstrate how use of a person-centered research strategy can provide new insights into the nature and implications of commitment. We also provide a critical evaluation of person-centered strategies with the objective of encouraging greater use of more advanced analytic procedures in future research. Finally, we discuss the benefits of person-centered research for theory and practice.     

Affective,Normative and Continuance Commitment: Can the ‘Right Kind’ of Commitment be Managed?

This study examines the multi-dimensionality of organizational commitment: affective, normative and continuance (including the sub-components of low perceived alternatives and high personal sacrifice), and how these are differentially related to a set of antecedents and consequences (i.e. turnover intentions, absenteeism and acceptance of change). The results, based on a sample of 505 Australian male fire-fighters, indicate that organizational commitment is best represented by the four-factors of affective, normative, low perceived alternatives and high personal sacrifice. In addition, employees experience different personal, job-related and environmental causes of commitment depending on whether they feel they want to, ought to, or need to remain with the organization. Further, not all facets of commitment enhanced organizational effectiveness, with affective being the most beneficial (i.e. employees are less likely to leave, be absent and are more accepting of change) and low perceived alternatives being the most detrimental (i.e. less accepting of change). The implications of these findings for the management of desirable forms of commitment are discussed.     

Employees' concerns about change and commitment to change among Italian organizations: the moderating role of innovative work behavior

Despite being regarded as a critical psychological process influencing the effectiveness of change initiatives, concerns about change have not received empirical attention in the organizational change literature. The present study addresses this issue by examining the relationships among employees' concerns about change (conceptualized as including concerns about the contents and benefits of change, and concerns about mastering the change), commitment to change and innovative work behavior. First, in a hospital undergoing a major administrative change (N = 435), concerns about change were generally found to be negatively related to affective and normative commitment to change and positively related to continuance commitment to change. These results were replicated in a chemical and pharmaceutical company undergoing a technological change (N = 113), except that concerns about change were unrelated to normative commitment to change. In addition, employees' innovative work behavior moderated the relationship of concerns about change to affective commitment to change such that the relationship was negative when innovative behavior was low but nonsignificant when innovative behavior was high. This study provides scholars and practitioners with a theoretically and empirically grounded framework for assessing employees' concerns about change, and moves research a step forward into identifying the behaviors that organizations should support to counteract this psychological threat.     

Psychological contracts and reciprocity: a study in a Finnish context

Existing research has demonstrated how the norm of reciprocity operates as a general principle in exchange relationships. However, limited explicit theoretical and empirical attention has been paid to its role in the functioning of the psychological contract. Using a sample of Finnish public sector employees, this study investigated the impact of perceived employer fulfilment of psychological contract on employee perceptions of the form of reciprocity underlying the exchange relationship. The potential mediating role of the reciprocity perceptions between perceived contract fulfilment and its outcomes (affective commitment, continuance commitment and intention to leave) was also examined. The results show that perceived employer fulfilment is positively associated with employee perceptions of the generalized form of reciprocity, and negatively with perceptions of the balanced form of reciprocity. Further, perceptions of generalized reciprocity were found to mediate the relationship between perceived contract fulfilment and affective commitment and intentions to leave the organization. Results and implications are discussed.     

组织文化、上下级沟通及组织承诺的相互关系探究

组织文化、上下级沟通、组织承诺都是近年来组织领域研究的热点问题,已有的研究表明,领导与成员关系、组织文化对组织承诺都有影响,但探讨三者关系的研究较为罕见。本研究通过对企业员工的访谈和问卷调查,揭示了上下级沟通、组织文化、组织承诺的相互关系。研究发现：参与性的组织文化对上下级沟通、组织承诺均有显著影响;组织文化对组织承诺的影响也可以通过上下级沟通来实现;上下级沟通是组织文化和组织承诺的中介变量。