Organizational commitment was measured longitudinally over five months in 129 nursing employees across four hospitals. The study aimed to establish causal relationships between commitment and its presumed antecedents using multivariate analyses. Specifically, it tested whether commitment causes subsequent job satisfaction rather than vice versa, as most prior research assumed. It also examined how environmental factors, leadership behaviors, and job characteristics related to commitment over time. The results provide insights into commitment's antecedents and address limitations of prior cross-sectional research.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
Well Being, Fairness, and Supervisor’s Ability and Support IJSRP Journal
To maximize work outcomes and increase the opportunity for organizations to achieve their goals in today’s society, organizations must prioritize their employees’ well-being. Research suggests that several factors can impact employees including: affective well-being, employee perception of fairness, perception of supervisors’ skills and Family Supportive Supervisor Behaviors (FSSB). To investigate the relationship between employees' affective well-being, their perceptions of fairness, their perceived ability and FSSB, a study was conducted using a total of 395 participants, who were selected using convenience sampling. Participants completed a survey by answering three questionnaires, which measured the constructs, and the pertinent demographics. The instruments used were the Job-related Affective Well-being Scale (JAWS), the Equity/Fairness subscale from the International Personality Item Pool, the Ability subscale, and the Creative work-family management subscale from the Handbook of Management Scales, respectively. Results of this study found a moderate positive correlation between employees’ affective well-being and the following variables: perception of fairness (r=.301, p=.000), perceived supervisor’s ability (r=.401, p=.000), and FSSB (r=.377, p=.000), as well as between employees’ perception of fairness and managerial skills of their supervisors (r=.347, p=.000). Findings confirmed hypotheses and the relationship among variables. The study’s findings have implications for managers’ performance and for HR practices.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
TheIncubatorAttribution theory in the organizational.docxssusera34210
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
TheIncubatorAttribution theory in the organizational.docxchristalgrieg
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
Work-Family Factors and its Relationships Between Dispositional, Occupational...Waqas Tariq
This study was conducted to test the mediating effects of work-family factors on the relationships between dispositional and occupational characteristics as the independent variables and intention to stay as the dependent variable. By using self-administered research questionnaire, data was collected from 240 middle age single mother employees in Klang Valley, Malaysia. Samples were determined through simple random sampling method whereby six out of 24 single mother associations were selected to obtain research samples. Descriptive statistical analysis was conducted to describe the respondents. Pearson Product Moment Correlation was used to determine the relationships among variables and Structural Equation Modeling using AMOS version 16.0 was utilized for model testing and to verify the presence of mediation effects. Further, the Soble’s z-test was used to test whether the mediators carry the effect of the independent variables on the dependent variable. The findings indicated that there were positive relationships among variables. The results also established the presence of mediation effects between the independent and dependent variables. Organizations may utilize work-family factors as mechanism to promote longer retention among employees. Keywords: Intention to stay, work-family facilitation, family satisfaction, dispositional characteristics, occupational characteristics.
Well Being, Fairness, and Supervisor’s Ability and Support IJSRP Journal
To maximize work outcomes and increase the opportunity for organizations to achieve their goals in today’s society, organizations must prioritize their employees’ well-being. Research suggests that several factors can impact employees including: affective well-being, employee perception of fairness, perception of supervisors’ skills and Family Supportive Supervisor Behaviors (FSSB). To investigate the relationship between employees' affective well-being, their perceptions of fairness, their perceived ability and FSSB, a study was conducted using a total of 395 participants, who were selected using convenience sampling. Participants completed a survey by answering three questionnaires, which measured the constructs, and the pertinent demographics. The instruments used were the Job-related Affective Well-being Scale (JAWS), the Equity/Fairness subscale from the International Personality Item Pool, the Ability subscale, and the Creative work-family management subscale from the Handbook of Management Scales, respectively. Results of this study found a moderate positive correlation between employees’ affective well-being and the following variables: perception of fairness (r=.301, p=.000), perceived supervisor’s ability (r=.401, p=.000), and FSSB (r=.377, p=.000), as well as between employees’ perception of fairness and managerial skills of their supervisors (r=.347, p=.000). Findings confirmed hypotheses and the relationship among variables. The study’s findings have implications for managers’ performance and for HR practices.
Organizational Justice and Job Satisfaction of Health Workers in Example of P...inventionjournals
The purpose of this study is to determine the levels of organizational justice perceptions and job satisfaction of health workers, and to show the relationship between organizational justice and job satisfaction. Within the study, organizational justice and job satisfaction scales were administered by 377 personnel in a public hospital in Turkey. According to the findings of the research, it has been found that there is a moderately significant relationship between three dimensions of organizational justice and job satisfaction. In particular, interaction justice and procedural justice have been found to affect employees' job satisfaction levels more particularly.
TheIncubatorAttribution theory in the organizational.docxssusera34210
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
TheIncubatorAttribution theory in the organizational.docxchristalgrieg
The
Incubator
Attribution theory in the organizational
sciences: A case of unrealized potential
MARK J. MARTINKO
1*, PAUL HARVEY
2* AND
MARIE T. DASBOROUGH
3*
1
College of Business, Florida State University, Tallahassee, Florida, U.S.A.
2
Whittemore School of Business and Economics, University of New Hampshire, Durham, New
Hampshire, U.S.A.
3
School of Business, University of Miami, Coral Gables, Florida, U.S.A.
Summary We argue that although attributional processes appear to affect virtually all goal and reward
oriented behavior in organizations, they have not received adequate attention in the organ-
izational sciences. In this Incubator, we encourage scholars to unlock the potential
of attribution theory to develop more complete explanations of organizational behavior.
Copyright # 2010 John Wiley & Sons, Ltd.
Introduction
Attribution processes have been underutilized in the organizational sciences, yet have tremendous
potential to explain a wide range of workplace behaviors. The validity of attribution theory and the
tools to measure attributional processes are well-documented and frequently used by social
psychologists (Martinko, Douglas, & Harvey, 2006). We suspect that the underutilization of attribution
theory in the organizational sciences may have originated from concerns raised in the early-1980s that
cast attribution theory in an overly negative light. In this Incubator, we address those concerns and
demonstrate that attributions are relevant to many organizational phenomena, with a particular
emphasis on attribution styles, which are stable and reliable predictors of human behavior (e.g.,
Martinko, Harvey, & Douglas, 2007).
Definition, Role, and Function of Attributions
When we refer to attribution theory we are referring to the work of Heider (1958), Kelley (1973), and
Weiner (1986), which defines attributions as individuals’ explanations for the causes of their successes
Journal of Organizational Behavior
J. Organiz. Behav. 32, 144–149 (2011)
Published online 25 August 2010 in Wiley Online Library
(wileyonlinelibrary.com) DOI: 10.1002/job.690
*Please address correspondence via email to any or all of the above authors at [email protected]; [email protected];
and [email protected]
Copyright # 2010 John Wiley & Sons, Ltd.
Received 22 January 2010
Accepted 25 January 2010
and failures. The basic premise is that people have an innate desire to understand the causes of
important outcomes in their lives and that their attributions influence their responses to these outcomes
(Heider, 1958). Typical attributional explanations for outcomes are ability, effort, the nature of the task,
and luck.
Attributions are individuals’ beliefs about the causes of their successes and failures (i.e., rewards
and punishments) and influence expectancies, emotions, and behaviors (Martinko et al., 2007).
Recognizing that behavior is influenced by rewards and punishments, as almost all organizational
scholars would agree, ...
The Causal Relation Between Job Attitudes and PerformanceA .docxmamanda2
The Causal Relation Between Job Attitudes and Performance:
A Meta-Analysis of Panel Studies
Michael Riketta
Aston University
Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the
author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured perfor-
mance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes
on subsequent performance, with baseline performance controlled, was weak but statistically significant
(� � .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively
on time lag. Effects of performance on subsequent job attitudes were elusive (� � .00 across all studies),
which suggests that job attitudes are more likely to influence performance than vice versa.
Keywords: job satisfaction, organizational commitment, performance, organizational citizenship behav-
ior, meta-analysis
Few topics in industrial and organizational psychology have
received as much attention as has the relation between job attitudes
and performance (e.g., Brief & Weiss, 2002; Judge, Thoresen,
Bono, & Patton, 2001; Meyer & Allen, 1997; Mowday, Porter, &
Steers, 1982; Staw, Sutton, & Pelled, 1994). Numerous meta-
analyses (e.g., Cooper-Hakim & Viswesvaran, 2005; Harrison,
Newman, & Roth, 2006; Judge et al., 2001; Meyer, Stanley,
Herscovitch, & Topolnytsky, 2002; Riketta, 2002) have demon-
strated that positive job attitudes, such as commitment and satis-
faction, are accompanied by better work outcomes. Although the
existence of positive correlations is well established, the causal
relationship between job attitudes and performance is still unclear.
Do job attitudes increase performance? Is it the other way around?
Or are the frequently observed correlations between job attitudes
and performance spurious (e.g., due to common causes)? The vast
majority of empirical studies on job attitudes and performance are
mute on these issues because of their cross-sectional designs. The
same is true of the aforementioned meta-analyses. Thus, the long-
standing debate about the causal relationship between job attitudes
and individual performance (e.g., Harrison et al., 2006; Judge et
al., 2001; March & Sutton, 1997; Organ, 1977; Schwab & Cum-
mings, 1970) is far from being resolved.
The goal in this article is to contribute to this debate by provid-
ing the most controlled (to date) meta-analytic test of causal links
between job attitudes and performance. This article is built around
a meta-analysis of panel studies on these two constructs. These
studies permit the extent to which job attitudes predict perfor-
mance to be disentangled from the extent to which performance
predicts job attitudes. In this article, meta-analytic regression anal-
ysis is applied to the aggregated correlations to estimate the unique
effect of job attitudes on performance (with baseline performance
controlled) and the unique ef.
“Study of relationship between employees’ commitment, job satisfaction, job safety, job autonomy and employees’ turnover intention in a Construction Industry”
A Literature Review on Organizational Commitment – A Comprehensive SummaryIJERA Editor
The paper encapsulates the evolution of the concept of organizational commitment, and its constructs. It focuses and analyses the literature findings of organizational commitments over the last five decades. It categorizes the approaches into six broad eras, each era being an extension and modification over the preceding ones. This review paper brings to the fore the theories that have emerged in the body of knowledge regarding commitment in organizations in a chronological order, starting from the side bet theory to the more recent multiple commitment approach. The gaps in the theories proposed have been identified and reviewed critically. It is difficult to conceptualize and measure organizational commitment as it encompasses a vast and highly diverse body of knowledge. Due to this it becomes difficult to interpret and conclude from the existing bodies of literature. The paper also highlights the importance of recognizing the individual/employee‟s perspective towards organizational commitment.
Relationship of Demographic Variables and Job Satisfaction among Married WomenIJLT EMAS
The purpose of this study was to study the relationship
between job satisfaction and demographic variables among
married women who are working in academics. The research
was descriptive and survey study. In this study, women working
in technical educational Institutes, from Indore were studied. for
this 300 working women(N=300) were chosen as per their work
in the Institutes, teaching or Non-teaching. A socio- demographic
questionnaire were used for the purpose. The findings revealed
that on the basis of the age and qualification , there is no relation
between factors studied (work environment, job security, roles &
responsibility etc.) and job satisfaction and on the basis of
designation, income and experience, researcher found the
relation between factors studied (work environment, job
security, roles & responsibility etc.) and job satisfaction.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
Leadership & Organization Development JournalEmployee justic.docxsmile790243
Leadership & Organization Development Journal
Employee justice perceptions and coworker relationships
Monica Forret Mary Sue Love
Article information:
To cite this document:
Monica Forret Mary Sue Love, (2008),"Employee justice perceptions and coworker relationships",
Leadership & Organization Development Journal, Vol. 29 Iss 3 pp. 248 - 260
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http://dx.doi.org/10.1108/01437730810861308
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http://dx.doi.org/10.1108/01437730810861308
Employee justice perceptions and
coworker relationships
Monica Forret
Department of Managerial Studies, St Ambrose University,
Davenport, Iowa, USA, and
Mary Sue Love
Department of Management and Marketing,
Southern Illinois University Edwardsville, Edwardsville, Illinois, USA
Abstract
Purpose – The purpose of this investigation is to explore whether perceptions of organizational
justice are related to coworker trust and morale. As jobs have become more broadly defined and
collaboration with colleagues has become increasingly important for accomplishing work, coworker
relationships are especially critical to manage effectively.
Design/methodo ...
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
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This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
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Organizational Behavior
1. ^Academy of Management Joumai
1984, Vol. 27, No. 1,95-112.
A Longitudinal Analysis
of the Antecedents
of Organizational Commitment^
THOMAS S. BATEMAN
Texas A&M University
STEPHEN STRASSER
The Ohio State University
From longitudinal data from 129 nursing department
employees, organizational commitment was found to be
antecedent to job satisfaction rather than an outcome of
it. Furthermore, several other variables were found to be
causally related to satisfaction but not commitment. Im-
plications of unsubstantiated assumptions regarding
causes of commitment are discussed.
' For over a decade now organizational researchers have been studying
organizational commitment in its relationships with various stituational char-
acteristics, attitudes, and behaviors of employees. Commitment has been
operationally defined in many ways, but one major stream of current re-
search (Angle & Perry, 1981; Mowday, Steers, & Porter, 1979) has viewed
this construct as multidimensional in nature, involving an employee's loyalty
to the organization, willingness to exert effort on behalf of the organiza-
tion, degree of goal and value congruency with the organization, and desire
to maintain membership (Porter, Crampon, & Smith, 1976; Porter, Steers,
Mowday, & Boulian, 1974). The study reported here attempts to add to
the knowledge of organizational commitment by providing the first longi-
tudinal multivariate analysis aimed at deriving causal inferences regarding
a number of its presumed antecedents.
Interest in studying organizational commitment has continued for a num-
ber of reasons. It consistently has been shown to be related to: (a) employee
behaviors, such as job search activities, turnover, absenteeism and, to a
lesser extent, performance effectiveness (Abelson & Sheridan, 1981; Angle
& Perry, 1981; Bluedorn, 1982; Farrell & Rusbult, 1981; Marsh & Man-
nari, 1977; Morris & Sherman, 1981; Porter et al., 1976; Porter et al., 1974;
'The authors wish to thank Michael Abelson and two anonymous reviewers for their time and helpful
suggestions on earlier drafts of this paper. This research was supported by research grants from Tulane
University's Bio-Medical Research Program and the School of Business Administration. The authors
of this paper wish to be considered as equal contributors.
95
2. 96 Academy of Management Journal March
Steers, 1977); (b) attitudinal, affective, and cognitive constructs such as
job satisfaction, job involvement, and job tension (Hall & Schneider, 1972;
Hrebiniak & Alutto, 1972; Porter et al., 1974; Stevens, Beyer, & Trice, 1978;
Stone & Porter, 1976); (c) characteristics of the employee's job and role,
including autonomy and responsibility (Koch & Steers, 1978), job variety
and task identity (Steers, 1977), and role confiict and ambiguity (Morris
& Koch, 1979; Morris & Sherman, 1981); and (d) personal characteristics
of the employee, such as age, sex, need for achievement, and job tenure
(Angle & Perry, 1981; Hall & Schneider, 1972; Hrebiniak & Alutto, 1972;
Koch & Steers, 1978; Sheldon, 1971; Steers, 1977). This range of relation-
ships, coupled with the belief that organizational commitment is a relatively
stable attitude over time when compared to job satisfaction (Porter et al.,
1974), suggests the importance of pursuing a thorough understanding of
the operation of this major construct.
Research Problems
Despite the large number of studies that focus on organizational com-
mitment, a number of research issues remain. First, past research has not
empirically established the causal relationships between commitment and
those situational variables and attitudes presumed to be its antecedents.
Second, the relationship of commitment to external environmental factors,
such as perceived availability of other jobs, has gone relatively unstudied.
Third, there remain a number of internal organizational variables—most
notably, job tension and certain leadership behaviors—that need further
integration into organizational commitment research. These shortcomings
in the extant literature have important theoretical and applied significance,
and they form the basis for this investigation.
The first research problem, that of the lack of clear causal specification,
is due to cross-sectional designs employed by the vast majority of studies.
Consequently, data analytic plans have relied primarily on zero-order cor-
relations and multiple regression equations that are concurrent rather than
predictive in nature. Only Porter and his colleagues (Porter et al., 1974,
1976) have employed multiple measurements in longitudinal designs. How-
ever, even in these investigations the number of variables studied was quite
limited, and there was no specification of any causal ordering, particular-
ly with respect to the antecedents of commitment.
Typically, researchers have relied on explanations that derive from, for
example, exchange theory (March & Simon, 1958) and the concept of quot;side
betsquot; (Becker, 1960) to justify presumed causal linkages from characteristics
of the employee and his/her work environment to organizational commit-
ment (Marsh & Mannari, 1977; Steers, 1977). Longitudinal research remains
to be conducted to confirm the antecedent nature of these variables. Job
satisfaction, too, often is considered to be an attitudinal cause of commit-
ment (Bluedorn, 1982; Price & Mueller, 1981) on the basis of Porter et al.'s
(1974) argument that job satisfaction is a less stable and more rapidly formed
3. 1984 Bateman and Strasser 97
construct than commitment. However, the validity of this perspective is
not altogether clear. In fact, there exists a viable alternative perspective
that suggests that commitment to an organization may be a cause rather
than a result of job satisfaction.
Building on the work of Bem (1967), Salancik and Pfeffer (1978) sug-
gested that commitment to a course of action may determine subsequent
attitudes. Commitment initiates a rationalizing process through which in-
dividuals quot;make sensequot; of their current situation by developing attitudes
that are consistent with their commitment. Numerous laboratory and field
studies have confirmed this causal sequence. (See Kiesler, 1971, and Salancik,
1977, for reviews.) In the specific case of commitment to an organization,
a recent study (O'Reilly & Caldwell, 1981) showed that certain aspects of
the initial decision to join an organization were related to subsequent com-
mitment and satisfaction. Although these researchers defined commitment
as a behavior (i.e., job choice) rather than a cognitive construct, as in Porter
et al. (1974), it is not unlikely that a cognitive outlook such as commit-
ment is rationalized by subsequent attitudes of job satisfaction. Clearly,
longitudinal empirical assessments aimed at establishing causality are
requisite.
The second research issue alluded to earlier relates to understanding the
impact of external environmental factors on organizational commitment.
Only recently have researchers begun to look directly at this issue. Blue-
dorn (1982) and O'Reilly and Caldwell (1981) found an inverse relation-
ship between commitment and environmental job alternatives, and Farrell
and Rusbult (1981) found no direct path between these two variables. The
potential significance of an environmental alternatives variable should con-
tinue to be pursued in any research on organizational commitment. It seems
likely that employees' perceptions of potential market alternatives will af-
fect the value they place on their current organizational affiliation. Previous
writings have invoked market opportunities as a possible explanation for
variation in commitment levels (Sheldon, 1971), but few studies have em-
pirically assessed the causal impact of this factor.
The third issue pertains to the scope of the internal organizational vari-
ables previously studied in commitment research. For example, only Hre-
biniak and Alutto (1972) have investigated the relationship between job
tension and commitment, yet the sustained interest in job tension and stress
(Abelson & Sheridan, 1981; Brief, Schuler, & Van Sell, 1981) makes this
an important area for further inquiry. In addition, there has been only a
minimal amount of integration between organizational commitment and
research on leadership. To date the focus has been on the initiating struc-
ture and consideration dimensions of leader behavior (Morris & Sherman,
1981) to the exclusion of leader reward and punishment behaviors. Recent
research (Podsakoff, Todor, & Skov, 1981; Sims, 1980) suggests that leader
reward and punishment behaviors are powerful predictors of other out-
come variabies such as job satisfaction and performance. It would seem
justifiable to expect that the receipt of rewards and/or punishment from
4. 98 Academy of Management Journal March
one's organizational superior would also have an effect on commitment,
and therefore to include these particular leader variables in any predictive
model of organizational commitment.
The study reported in this paper attempts a resolution of these short-
comings in the organizational commitment literature via a multivariate,
longitudinal study of the presumed causes of commitment. A set of rele-
vant organizational variables, personal characteristics and attitudes of the
employee, and perceptions of environmental alternatives were assessed at
two separate times in their relationships with commitment. Multiple regres-
sion analyses were performed to validate the explanatory power of the total
set of predictor variables, as is customarily done in other studies. Subse-
quently, in a methodological advance over previous studies, the longitudinal
nature of the data was utilized in tests directed towards drawing inferences
regarding the presumed causal orderings surrounding the organizational
commitment construct.
Method
Research Setting and Sample
This study was originally designed primarily as a predictive study of em-
ployee turnover. It included the impact of organizational commitment, job
satisfaction, and other predictor variables. It also was originally intended,
however, that causal analysis focusing on organizational commitment
models would be conducted. Data were collected from nursing department
employees from four hospitals located in a large southern city. Two of the
hospitals were investor owned, one was a university teaching hospital, and
the fourth was a Veterans' Administration hospital. Self-administered ques-
tionnaire responses were solicited from all nursing-related jobs, including
nurses' aides, licensed practical nurses (LPNs), and registered nurses (RNs),
representing all types of nursing units (emergency, pediatrics, surgery, etc.).
As such, the total sample was representative across nursing department tasks
as well as types of hospitals.
Procedure
Questionnaires were originally distributed to approximately 900 nursing
employees. Included with each questionnaire was a cover letter explaining
the importance of the research, the support of hospital administration, and
the strict confidentiality of the responses. Participants were asked to com-
plete the questionnaire on their own time and return it, with the last four
digits of their Social Security numbers as a means by which only the re-
searchers would identify them, to a collection box at the sample sites. This
box was collected by research assistants on a daily basis over a period of
10 days. A total of 374 identifiable questionnaires were completed at time
1 (^i) for a response rate of 42 percent.
5. 1984 Bateman and Strasser 99
A second administration of the same questionnaire was conducted ap-
proximately five months later (^2). A cover letter explaining that this was
the' final stage of the study was again distributed with the questionnaire
to all nursing department employees at the four hospitals. Of the approxi-
mately 900 questionnaires that were again distributed, 412 were returned
for a time 2 response rate of 46 percent.
Respondent identification, using the partial Social Security number and
other demographic information in several cases in which the numbers were
identical, revealed that 129 employees had completed usable questionnaires
at both times. The results reported in this paper are based on the responses
from only these repeat respondents (Bateman & Strasser, 1983). The average
age of the respondents was 35.2 years; the median tenure in nursing and
in their current job was 10.83 and 3.85 years, respectively; and 95 percent
of the participants were female.
In an effort to assess the representativeness of the repeated measures group
to the rest of the study sample, /-test comparisons were run on a set of
study variables. Here, the repeated measures group (« = 129) was compared
to the one-time respondents at ti and ^2 (total /i = 528). No differences
across these three groups would indicate that the repeated measures sam-
ple, on which causal analyses were to be conducted, would be representa-
tive of over 70 percent (129-1-528) of the total study population of 900.
Using a two-tailed ^test at a = .05, the repeated measures group and the
one time respondents showed no differences in age, career tenure, satis-
faction, commitment, centralization/decentralization, stress, or need for
achievement at either ti or tz. The only significant difference to emerge
was job tenure at ti but not at t2. Although comparisons of the repeated
measures group to the nonrespondents was not possible, the available data
strongly suggest that the repeated measures group is quite similar to a large
proportion of the study population.
Measures
The questionnaires measured 13 variables. The focal outcome variable
was organizational commitment. The other 12 included 4 demographic and
8 nondemographic predictors.
Organizational commitment was measured with a 15-item scale developed
by Porter et al. (1974). The psychometric properties of this scale have been
thoroughly investigated (Mowday et al., 1979). In the present study, the
scale demonstrated internal consistency reliabilities of a = .90 at time 1 and
a = .89 at time 2, and a test-retest reliability of .65.
Leader reward and punishment behaviors were measured with the scales
originally developed by Johnson (1973). The psychometric properties and
conceptual distinctiveness of these scales have been reported elsewhere (Sims
& Szilagyi, 1975). In this study, Cronbach's alpha for leader reward behavior
was .96 and .95 for the two waves of data, and the leader punishment
behavior scale's alpha was .69 at time 1 and .68 at time 2. The test-retest
6. 100 Academy of Management Journai March
reliabilities were .54 and .37 for leader reward and punishment behavior,
respectively.
Job characteristics were measured with the Job Diagnostic Survey (Hack-
man & Oldham, 1975). The reliability of the motivational potential scale
(MPS) was a = .71 at time 1 and a = .71 at time 2, and the test-retest reli-
ability was .48.
Centralization was measured with a 6-item scale of perceived participa-
tion in decision making used by Morris and Steers (1980) as adapted from
Vroom (1960). Coefficient alpha for the present study was .81 at time 1
and .81 at time 2; the test-retest reliability was .61.
Need for achievement was measured with Steers' (1975) short 5-item scale.
Cronbach's alpha at time 1 and time 2 were .43 and .60, respectively. The
test-retest reliability was .69.
Perceived environmental alternatives were measured with three items as-
sessing the chances of finding an acceptable alternative job, the desirabil-
ity of another job in another organization, and a comparison of the desirabil-
ity of another job to the present job. Internal reliabilities were a = .65 and
a = .58 at times 1 and 2; the test-retest reliability was .53.
Job tension was assessed via the job related tension scale developed by
Kahn, Wolfe, Quinn, Snoek, and Rosenthal (1964). Items from the scale
tap role stressors such as confiict, ambiguity, and overload. In this study,
the coefficient alphas were .74 at time 1 and .73 at time 2; the test-retest
reliability was .68.
Job satisfaction was measured with the Job Descriptive Index (JDI) de-
veloped by Smith, Kendall, and Hulin (1969). The reliabilities and valid-
ities for the several subscales (satisfaction with work, co-workers, supervi-
sion, pay, and opportunities for promotion) are extremely well established,
and the scale's usefulness for longitudinal research has been recommended
(Schneider & Dachler, 1978). In the present study, internal reliabilities on
the overall (combined) scale were a = .64 at time 1 and a = .66 at time 2;
the test-retest reliability was .68.
Age, job tenure, career tenure, and education level were recorded from
four single-item self-report responses.
Analysis and Results
Relationships among the focal variables were assessed in several stages.
Table 1 presents the means and standard deviations of the nondemographic
variables. These variables all proved to be relatively stable over the five-
month time interval. Table 2 displays the static zero-order correlations
among all variables at time 1 and time 2, and the test-retest reliabilities.
As can be seen, many of the correlations are significant at both time periods.
Multiple regression was next employed as a test of the predictive power
of the variables presumed to be antecedent to commitment. This basic ap-
proach, which indicates the relative importance of individual predictors when
the others are statistically controlled for and which yields summary statistics
7. 1984 Bateman and Strasser 101
Table 1
Means and Standard Deviations of the Study Variabies
(A^= 129)
Time 1 Time 2
X S.D. X S.D.
Focal outcome variable:
Organizational commitment 72.4 15.9 71.4 15.9
Nondemographic causal predictors:
Leader reward behavior 79.5 20.5 81.3 20.5
Leader punishment behavior <• 30.3 5.7 32.0 6.0
Job characteristics 124.3 72.8 120.4 66.5
Centralization 20.2 6.0 20.8 5.9
Need for achievement 25.4 3.7 26.0 4.5
Environmental alternatives 9.5 2.6 9.2 2.6
Job tension 25.2 6.2, 25.4 5.9
Job satisfaction 31.4 8.7 31.8 8.3
indicating overall explanatory power, typifies the approach taken in the
published empirical tests of commitment models (Marsh & Mannari, 1977;
Steers, 1977). In the present study several multiple regression analyses were
made possible by the collection of two waves of data. An analysis of the
time 1 data was followed by a second analysis applied to the time 2 data
as a second (replication) test of the power of the set of predictor variables.
These static regressions were run for the purpose of comparing the overall
predictive power {R^) of the present set of variables to the predictive
power of other studies. Additionally, a final multiple regression was per-
formed using the time 1 predictor variables as quot;independentquot; variables in
a regression equation predicting the time 2 commitment values as the quot;de-
pendentquot; variable. The impact of the predictors was assessed hierarchi-
cally, after the time 1 value of commitment was controlled for. This time-
lagged regression analysis has the effect of removing some method vari-
ance inherent to single-administration self-report methodology. Further-
more, because of the temporal ordering of the predictor (time 1) variables
and the criterion (time 2 commitment) variable, a multivariate test that is
more representative of the presumed causal priorities is created.
The two regressions on the two separate waves of static data yield multi-
ple Rs of .75 {R^=.51) and .79 (i?^=.63), which compare favorably to
some studies (Marsh & Mannari, 1977) and rival others (Steers, 1977). There
are two significant contributors to the prediction of organizational com-
mitment that reliably arise in both regressions—job satisfaction (/i /3 = .24,
;7<.O5; ti 0=.53, pK.OOl) and environmental alternatives (ti i8 = -.29,
p<.001; ^2 iS =-.28,/X.OOl). The time-lagged stepwise regression, how-
ever, indicates the inability of these variables to predict, longitudinally,
subsequent commitment. After entering the ti commitment variable to
partial out the test-retest correlation, the entire set of variables did not add
significantly to prediction (A/?^= .055, ^9,94= 1.42, p = .20). Marginal sta-
tistical significance of leader reward behavior and job satisfaction are re-
vealed when stepwise regression is used. When this analysis is repeated
8. 102 Academy of Management Journal March
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using pairwise rather than listwise deletion of missing data to capture more
of the study sample, these findings become nonsignificant at/?:< .05. Again,
when these predictors are entered as a block after accounting for the effect
of t commitment, the result remains nonsignificant (A/?^= .061, ^9,100 =
1.48, p<.l) when the pairwise analysis is used. Despite a high level of
concurrent validity, the lack of true (longitudinal) predictive validity casts
some doubt on the presumed causal impact of these variables.
The next stage of analysis addressed the issue of causal priorities between
organizational commitment and each of the variables that are predicted
to be causes of commitment. Eight two-variable systems (each separate non-
demographic predictor, coupled with commitment) were created and tested
via cross-lagged regression analysis (Rogosa, 1980). With this procedure,
contextual information surrounding a given two-variable system is initial-
ly provided by six correlations—two static correlations for time 1 and time
2 (rx,y, and r^^y^, two autocorrelations (ry_^^^ and Tyjy^) that indicate the test-
retest reliabilities or stabilities of the two variables, and two cross-lagged
correlations (r^jyj and /quot;yj^j) between the time 1 value of one variable and
the subsequent time 2 value of the other variable.
Causal analysis and tests of spuriousness typically are conducted by sta-
tistical correction and comparisons of the magnitudes of the cross-lagged
correlations (Kenny, 1975). Recent criticism of cross-lagged correlations
(Rogosa, 1980), however, alternatively suggests the use of structural regres-
sion models for the analysis of longitudinal panel data. This approach was
applied in the present study. For a given pair of variables, x and y, the
causal influence from A: to j ' is represented by the regression parameter of
the path from x at time 1 to j at time 2. In like manner, the causal influ-
ence from J to X is represented by the regression parameter of the path
from prior ^ to a subsequent x. Thus, where:
the parameters ^i and 71 represent the time-lagged influence of a variable
on itself, and ^2 and 72 represent the time-lagged causal effects between
X and y. Under the usual assumptions governing regression analysis Ginear-
ity, additivity, etc.) a nonzero value of a relevant parameter is indicative
of a significant causal effect.
Essentially, then, the time-lagged explanatory power of a potentially
causal variable is determined only after the quot;dependentquot; variable's time
1 influence upon quot;itselfquot; is first controlled for. An additional advantage
to analyzing the data over two time periods is that some of the method
variance of a single collection of self-report data is removed. Finally, the
reader should be cautioned that these procedures do not ultimately quot;provequot;
causality. However, confidence in making causal inferences is substantial-
ly strengthened if one of the pertinent regression parameters is significant.
10. 104 Academy of Management Journal March
and reciprocal causation also can be indicated if both ^2 and 72 are
significant.
Table 3 indicates the cross-lagged correlations and regression coefficients
(static correlations and test-retest reliabilities are found in Table 2). Although
the static correlations generally are highly significant, only two of the eight
pairs of regression parameters show indication of any causal ordering.
Leader punitive behavior is shown to have a negative causal impact on com-
mitment, and commitment is indicated to have a positive causal impact on
job satisfaction. Furthermore, given the weakness of the leader punitive
behavior effect, especially within the context of unstable and nonnegative
static correlations and low test-retest reliabilities of the leader punitive be-
havior scale, in total there is little to argue for the presumed antecedent
nature of this set of predictor variables. Particularly noteworthy, however,
is that job satisfaction, most commonly considered a cause of organiza-
tional commitment, is shown to result from commitment. Subanalyses on
the five facets of satisfaction revealed that only one—satisfaction with
pay—did not show at least a trend in this direction. Satisfaction with op-
portunities for promotion was significant at/7<.07; and the other three
subscales—satisfaction with work, co-workers, and supervision—were all
strongly significant resuhs of commitment.
Table 3
Cross-Lagged Correlations and Regression Parameters for
Commitment and Predictor Variables
Time-Lagged
Predictor Variables (x) Cross-Lagged Correlations Regression Parameters^
with Commitment (y) 02 72
''yi'<2
Job satisfaction .39* .54*' 1 . .02 .25**
Environmental alternatives -.43* -.39*' > • -.10 -.13
Job tension -.27* -.33*' >• .00 -.04
Need achievement .08 .09 .00 .00
Centralization .22* .25*' 1* -.11 -.03
Motivating potential score .27* .22*' .00 .00
Leader reward behavior .26* >• .33*'> • -.14 .04
Leader punishment behavior .01 .01 -.14* -.08
^Two-tailed ^tests of statistical significance.
*/>:S.O5
A final set of cross-lagged regression analyses was performed using sat-
isfaction, rather than commitment, as the focal variable. This was done
for three a priori reasons and one post hoc reason. First, there are strong
arguments for expecting satisfaction to result from many of the variables
presumed also to be antecedent, to commitment. Second, the strong rela-
tionship between commitment and satisfaction is well established, and the
possibility that this may obscure other relationships with commitment was
reinforced by the multiple regressions in which satisfaction was such a
11. 1984 Bateman and Strasser 105
consistently powerful and significant predictor. Third, testing these causal
linkages might afford more contextual information within which results
from the commitment analyses could be more appropriately viewed. Finally,
the results that reveal commitment as a cause of satisfaction suggest the
pursuit of satisfaction as a relatively more important outcome variable than
commitment in this study.
Table 4 shows these results. Five of the eight two-variable analyses sug-
gest job satisfaction as an outcome variable. Organizational commitment
and the motivating potential of the job have positive causal impacts; and
job tension, leader punitive behavior, and environmental alternatives have
negative impacts. Thus, the overall pattern of causal conclusions from these
results suggests that several variables are antecedent not to commitment
but to job satisfaction, and that commitment is one of the several causes
of satisfaction. ^
Table 4
Cross-Lagged Correlations and Regression Parameters for
Job Satisfaction and Predictor Variables
Time-Lagged
Predictor Variables (x) Cross-Lagged Correlations Regression Parameters'
with Job Satisfaction (y) P2 72
'''iy2 ^''2yi
Organizational commitment .54*** .39*** .25** .02
Environmental alternatives -.36*** -.24*** -.14* -.05
Job tension -.43*** -.29*** -.23** -.07
Need achievement .11 .03 .10 .02
Centralization .47*** .36*** .12 .00
Motivating potential score .52*** .33*** .18* -.05
Leader reward behavior .32*** .40*** -.14 .09
Leader punishment behavior -.01 -.04 -.21** -.15
°Two-tailed ^tests of statistical significance.
***p£.OOl
In order to assess the possibility of artifactual results in Tables 3 and
4 due to aggregating these data across four hospitals, additional analyses
were conducted. For each statistically significant result reported, dummy
variables representing each hospital were entered into the regression equa-
tion as blocking variables. The results were unaffected except for one minor
exception: the gamma for leader punishment behavior in Table 4 changes
from -.15 to -.19, now significant a.tp<.05.
Finally, the complete set of ti predictor variables were combined in a
time-lagged multiple regression with ^2 job satisfaction as the dependent
variable. After the initial entry of ti job satisfaction into the equation, the
set of other ti variables added significantly to the prediction of subsequent
(^2) satisfaction (A/?^ = .158, ^9,9, = 4.627, p<.0001). Significant individ-
ual variables included (in order of entry) organizational commitment
(j8 = .25, A/?^ = .O44, ^2,98 = 8.64, /7<.O1); leader punishment behavior
12. 106 Academy of Management Journai March
(/3 = -.22, Ai?^=.O43, ^3.97 = 9.28, p<.01); job tension (/3 = -.17,
A/?^=.O23, ^4,98 = 5.09, /?<.O5); leader reward behavior (|8 = -.2O,
A/?^=.O21, ^5,95 = 4.73, /7<.O5); and motivating potential of the job
(j3=.15, A/?^=.O15, F6,94 = 3.55, p<.01). The negative coefficient for
leader reward behavior is apparently indicative of a (net) suppression ef-
fect that can occur when the correlation among two predictor variables (in
this case ti satisfaction and leader reward behavior) and the dependent
variable (^2 satisfaction) are all positive (Cohen & Cohen, 1975). Multi-
coUinearity among the predictors served to diminish the predictive power
of environmental alternatives. However, these results are not contrary to
the significant bivariate findings in Table 4; they serve only to indicate the
relative power of the causal predictors.
Discussion
The multiple regression results clearly show that the presumed predic-
tors of commitment account for a large proportion of the variance in this
construct. The explanatory power of the variables used in this study, as
noted earlier, compares quite favorably with previous organizational com-
mitment research (Marsh & Mannari, 1977; Morris & Sherman, 1981; Steers,
1977). The stability of this set of predictors over time is also evident. Of
the 12 variables investigated, however, only 2 account for most ofthe vari-
ance in organizational commitment: overall job satisfaction and environ-
mental alternatives. This outcome is reliably demonstrated in both the time
1 and time 2 regressions, and it is consistent with the findings of Farrell
and Rusbult (1981) in the survey component of their research.
These results differ from previous research, in part, in terms of the minor
role played by personal characteristics of the employee in explaining vari-
ation in commitment. Age and education, significant predictors in the multi-
variate models offered by Morris and Sherman (1981) and Steers (1977),
are not significant in this investigation when the other predictors are sta-
tistically controlled. Nor is need for achievement, which arises as an im-
portant variable in Steer's (1977) study, a significant contributor to the ex-
plained variance here. However, this may simply be due to weak psycho-
metric properties of the scale. Furthermore, age has significant zero-order
correlations with commitment at both time periods. The subsequent lack
of significance in the multiple regression analyses probably is due to the
strong predictive power of satisfaction and environmental alternatives, which
were not in the models of Morris and Sherman (1981) and Steers (1977).
The results of the initial time-lagged multiple regression analyses indicate
a relative inability to predict organizational commitment with variables other
than prior commitment, suggesting that the theoretical causal presumptions
behind the set of predictor variables may be invalid. The cross-lagged bi-
variate regression results shed additional light on this suspicion of incor-
rect causal specification. Two important findings arise. First, with the
13. 1984 Bateman and Strasser 107
possible exception of leader punitive behavior, none of the predictors
emerges as being antecedent to organizational commitment. This finding
(nonfmding) runs counter to what previous researchers have believed to
be the causal priorities among these variables—theoretical models of or-
ganizational commitment validated only by static correlational analysis
(Marsh & Mannari, 1977; Steers, 1977) would have predicted otherwise.
Second, there is evidence that overall satisfaction is not a cause of com-
mitment but rather a result of it. Although the marginal relationship (A/?^)
revealed in the stepwise multiple regression of commitment on the predic-
tor variables suggests a need for some restraint and further test, the un-
equivocal result of the bivariate analysis brings into question arguments
made by previous researchers who view commitment as a time-lagged out-
come of employee satisfaction (Marsh & Mannari, 1977; Porter et al., 1974).
Perhaps employees become committed to the organization before attitudes
of satisfaction can meaningfully emerge. This is consistent with previous
work that suggests that the employee may come to develop attitudes that
are consistent with his or her existing level of commitment to the employ-
ing organization (Staw, 1980). In fact, organizational commitment may start
quite early, perhaps even as a function of pre-entry experiences (O'Reilly
& Caldwell, 1981; Schein, 1968). To the extent that this occurs, the stabil-
ity of the commitment construct noted by Porter et al. (1974) also becomes
more understandable.
When comparing the cross-lagged bivariate regressions surrounding or-
ganizational commitment with those surrounding job satisfaction (Tables
3 and 4), at least two primary points surface. First, the comparison of job
satisfaction and commitment as dependent variables is useful because it
suggests that the lack of causal findings pertaining to commitment is not
due to inherent limitations of the methodological and analytical procedures
employed. Had a similar pattern of insignificant results emerged with the
cross-lagged bivariate analyses surrounding job satisfaction, this possibil-
ity would have been more compelling. As it was, though, 5 of the 8 bi-
variate regressions (more accurately, 8 of 12—from subanalyses) were sta-
tistically significant.
Nonetheless, one cannot altogether rule out the possibility that commit-
ment may have been shown to be caused by some of the study variables
if some different time lag had been used. Perhaps five months is more ap-
propriate for uncovering the causes of satisfaction than of commitment.
The choice of an quot;appropriatequot; lag is an empirical question, but little has
been written about guidelines in choosing the best lag. However, Sims and
Wilkerson (1977) found that the cross-lagged test was fairly robust with
respect to quot;missingquot; the appropriate lag. This conclusion, coupled with
the several significant outcomes (one of which included commitment as a
causal variable), helps to provide confidence in the utility of the study design.
The second point is based on the conceptual overlap between existing
models of job satisfaction and of commitment. A general trend underly-
ing past research into the antecedents of organizational commitment and
14. 108 Academy of Management Journal March
of job satisfaction is that characteristics of the job, work setting, and the
individual are presumed to be causal to the formation of each of these at-
titudes. For example, Hackman and Lawler (1971) report a positive rela-
tionship between job characteristics and employee satisfaction for employees
with higher need strength. Similarly, Steers (1977), Buchanan (1974), and
Koch and Steers (1978) show job characteristics such as task identity and
job challenge to be related to organizational commitment. In essence, when
the literatures surrounding job satisfaction and commitment are compared,
one sees a similar set of (presumed) antecedent factors emerging. Indeed,
the conclusion that those factors that cause job satisfaction are similar to
those causing commitment is appealing. However, the results of this in-
vestigation do not support this assertion. The set of predictor variables gen-
erally is shown to be antecedent to job satisfaction but not to commitment.
The temporal relationship of environmental alternatives to satisfaction
is especially noteworthy because it supports Bluedorn's (1982) placement
of this variable in his turnover model. Yet, despite the strong demonstra-
tion of the negative relationships between environmental alternatives and
commitment and satisfaction, and the causal priority from alternatives to
dissatisfaction, questions remain regarding the role of alternatives in the
process of attitude formation and in explaining behaviors such as turnover.
For example, the existence of job alternatives may provide an explanation
for some of the relationships between demographic characteristics of the
employee and commitment and turnover (Price, 1977). Table 2 correlations
provide possible support for this notion with respect to age, as suggested
by Sheldon (1971), and possibly career tenure but not the other demographic
variables. Furthermore, the timing of the existence of job alternatives may
affect even the direction of the relationships. O'Reilly and Caldwell's (1981)
data suggest that the presence of alternatives at the time of job choice (i.e.,
before entry into the organization) has a positive impact on subsequent com-
mitment to the organization; however, the availability of job alternatives
after organizational membership has been established may exert a negative
impact on commitment (O'Reilly & Caldwell, 1981) and satisfaction (pres-
ent study). Without doubt, the recent attention paid to environmental al-
ternatives (Farrell & Rusbult, 1981; O'Reilly & Caldwell, 1981; Pfeffer &
Lawler, 1980), after a long period of neglect, is worthy of continued pur-
suit in uncovering some of these process issues.
Conclusions
Virtually all of the published articles in the organizational commitment
literature have contained static correlational relationships between com-
mitment and its presumed antecedents. And, as with so many other streams
of organizational literature, researchers appropriately have called for longi-
tudinal designs in order to demonstrate causality more clearly. As an ini-
tial response to this call, the longitudinal data presented here revealed sig-
nificant findings. The study variables causally predicted job satisfaction
15. 1984 Bateman and Strasser 109
much better than they predicted subsequent commitment. The findings also
suggest that commitment may be a construct that is neither simultaneous
with nor a consequence of job satisfaction. Rather, organizational com-
mitment appears to be one of the many causes of satisfaction.
Future commitment research must continue to move away from static
correlational studies. More panel or other longitudinal designs are needed
to: (1) provide replication and generalization tests of the findings reported
here and (2) continue to specify the causes of commitment. More specifi-
cally, an important generalization issue emerges when considering the longi-
tudinal results of this investigation. The present study focused on the causal
antecedents of a psychological measure of organizational commitment. An
alternative measure of commitment, based on exchange theory, has a dif-
ferent conceptual foundation and set of presumed antecedents (Hrebiniak
& Alutto, 1972; Stevens et al., 1978). For example, Stevens et al. (1978)
found job involvement, attitude toward change, work overload, and skill
levels of subordinates to have significant static relationships with exchange
commitment. Hrebiniak and Alutto (1972) also found two of the variables
in the present study—job tension and job satisfaction—to be significant
static predictors of exchange commitment. In the present investigation, no
time-lagged causal impact of these variables on psychological commitment
was found. The causal effects of these and other variables on exchange
commitment remain to be tested via longitudinal designs. In short, three
related avenues for future longitudinal research are suggested: (1) the pur-
suit of other causal antecedents of psychological commitment; (2) the test-
ing of hypothesized antecedents of exchange commitment; and (3) the si-
multaneous investigation of both commitment constructs within the same
studies. If such a protocol is followed, the antecedents of both psychologi-
cal and exchange commitment can be meaningfully compared for their con-
gruence or noncongruence.
Appropriate causal specification will improve the models of commitment,
which apparently have inadequately and/or erroneously identified its an-
tecedents; empirically unsubstantiated causal assumptions presently need
to be viewed with more caution. For example, the temporal ordering from
commitment to satisfaction suggested by the present data is the reverse of
that suggested by others (Marsh & Mannari, 1977; Porter et al., 1974), al-
though it is consistent with the theoretical discussions of Bem (1967) and
Salancik and Pfeffer (1978). More importantly, until other antecedents of
commitment are more reliably established, organizational interventions
aimed at increasing commitment and its consequential beneficial employee
behaviors may not realize their intended effects.
The present findings suggest that the interventions implied by models
of commitment—for example, improving the job itself or reducing job ten-
sion—may result in higher satisfaction but not commitment. The costs of
such interventions thus will not be salvaged through their intended gains.
If future research continues to fail to demonstrate longitudinally the causes
of commitment other than demographic variables such as age and education
16. 110 Academy of Management Journal March
(Steers, 1977) or the existence of other job alternatives at the time of job
choice (O'Reilly & Caldwell, 1981), then it may be that employee commit-
ment can be influenced only through job selection techniques. Subsequent
interventions may be incapable of increasing commitment levels and there-
fore may be a waste of organizational resources.
On the other hand, it is known that commitment does decrease prior to
turnover (Porter et al., 1974, 1976). If further research can reveal other
causes of commitment that the organization can infiuence directly, a number
of benefits will accrue. First, the costs associated with misspecified inter-
ventions can be reduced. Second, appropriate interventions may have their
intended results. Finally, direct improvements in commitment levels may
have not only positive behavioral consequences but, according to the pres-
ent results, the indirect outcome of increased employee satisfaction as well.
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*
Thomas S. Bateman is Assistant Professor, Department of Man-
agement at Texas A&M University.
Stephen Strasser is Assistant Professor, Hospital and Health Ser-
vices Administration Division, Ohio State University.