Organizational Commitment and Job Performance: It's the Nature of the Commitment That Counts

In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with...

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Bibliographic Details
Published in:Journal of applied psychology 1989-02, Vol.74 (1), p.152-156
Main Authors: Meyer, John P, Paunonen, Sampo V, Gellatly, Ian R, Goffin, Richard D, Jackson, Douglas N
Format: Article
Language:English
Subjects:
Biological and medical sciences
Business and Industrial Personnel
Commitment
Employee Attitudes
Employee Turnover
Fundamental and applied biological sciences. Psychology
Human
Job Performance
Job Satisfaction
Management Personnel
Motivation. Job satisfaction. Attitude
Occupational psychology
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
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Summary:In this study, we examined relations between the performance of first-level managers in a large food service company and their affective commitment (i.e., emotional attachment to, identification with, and involvement in the organization), continuance commitment (i.e., perceived costs associated with leaving the company), and job satisfaction. Commitment and satisfaction scores were correlated with three indexes of performance obtained from the managers' immediate supervisors. As predicted, affective commitment correlated positively and continuance commitment correlated negatively with all three measures of performance. Job satisfaction did not correlate significantly with performance ratings. The findings are interpreted as illustrating the importance of distinguishing between commitment based on desire and commitment based on need and as supporting organizational efforts to foster affective commitment in their employees.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.74.1.152