Performance Differences Among Four Organizational Commitment Profiles
The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample ( N = 970) a...
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| Veröffentlicht in: | Journal of applied psychology 2005-11, Vol.90 (6), p.1280-1287 |
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| container_end_page | 1287 |
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| container_title | Journal of applied psychology |
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| creator | Sinclair, Robert R Tucker, Jennifer S Cullen, Jennifer C Wright, Chris |
| description | The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (
N
= 970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (
n
= 148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group. |
| doi_str_mv | 10.1037/0021-9010.90.6.1280 |
| format | Article |
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N
= 970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (
n
= 148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.</description><identifier>ISSN: 0021-9010</identifier><identifier>EISSN: 1939-1854</identifier><identifier>DOI: 10.1037/0021-9010.90.6.1280</identifier><identifier>PMID: 16316281</identifier><identifier>CODEN: JAPGBP</identifier><language>eng</language><publisher>Washington, DC: American Psychological Association</publisher><subject>Adult ; Affect ; Attitudes ; Biological and medical sciences ; Citizenship ; Cluster Analysis ; Empirical tests ; Employee Attitudes ; Employees ; Female ; Fundamental and applied biological sciences. Psychology ; Human ; Human resources ; Humans ; Job Performance ; Job Satisfaction ; Male ; Models, Organizational ; Object Attachment ; Occupational psychology ; Organizational Behavior ; Organizational Citizenship Behaviour ; Organizational Commitment ; Organizational Culture ; Organizational Innovation ; Personnel Loyalty ; Personnel Turnover ; Psychology. Psychoanalysis. Psychiatry ; Psychology. Psychophysiology ; Reproducibility of Results ; Sociology of work ; Students ; Students - psychology ; Task Performance and Analysis ; U.S.A ; Work condition. Job performance. Stress</subject><ispartof>Journal of applied psychology, 2005-11, Vol.90 (6), p.1280-1287</ispartof><rights>2005 American Psychological Association</rights><rights>2006 INIST-CNRS</rights><rights>((c) 2005 APA, all rights reserved).</rights><rights>2005, American Psychological Association</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-a489t-c3acb1a04e9129dbf15aba1cf24b4a921ba017450f6f4cb643523e99ecc360a83</citedby><cites>FETCH-LOGICAL-a489t-c3acb1a04e9129dbf15aba1cf24b4a921ba017450f6f4cb643523e99ecc360a83</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784,27924,27925,31000</link.rule.ids><backlink>$$Uhttp://pascal-francis.inist.fr/vibad/index.php?action=getRecordDetail&idt=17316087$$DView record in Pascal Francis$$Hfree_for_read</backlink><backlink>$$Uhttps://www.ncbi.nlm.nih.gov/pubmed/16316281$$D View this record in MEDLINE/PubMed$$Hfree_for_read</backlink></links><search><contributor>Zedeck, Sheldon</contributor><creatorcontrib>Sinclair, Robert R</creatorcontrib><creatorcontrib>Tucker, Jennifer S</creatorcontrib><creatorcontrib>Cullen, Jennifer C</creatorcontrib><creatorcontrib>Wright, Chris</creatorcontrib><title>Performance Differences Among Four Organizational Commitment Profiles</title><title>Journal of applied psychology</title><addtitle>J Appl Psychol</addtitle><description>The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (
N
= 970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (
n
= 148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.</description><subject>Adult</subject><subject>Affect</subject><subject>Attitudes</subject><subject>Biological and medical sciences</subject><subject>Citizenship</subject><subject>Cluster Analysis</subject><subject>Empirical tests</subject><subject>Employee Attitudes</subject><subject>Employees</subject><subject>Female</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Human</subject><subject>Human resources</subject><subject>Humans</subject><subject>Job Performance</subject><subject>Job Satisfaction</subject><subject>Male</subject><subject>Models, Organizational</subject><subject>Object Attachment</subject><subject>Occupational psychology</subject><subject>Organizational Behavior</subject><subject>Organizational Citizenship Behaviour</subject><subject>Organizational Commitment</subject><subject>Organizational Culture</subject><subject>Organizational Innovation</subject><subject>Personnel Loyalty</subject><subject>Personnel Turnover</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. Psychophysiology</subject><subject>Reproducibility of Results</subject><subject>Sociology of work</subject><subject>Students</subject><subject>Students - psychology</subject><subject>Task Performance and Analysis</subject><subject>U.S.A</subject><subject>Work condition. Job performance. Stress</subject><issn>0021-9010</issn><issn>1939-1854</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2005</creationdate><recordtype>article</recordtype><sourceid>EIF</sourceid><sourceid>7QJ</sourceid><recordid>eNqFkU1r3DAQhkVpabZpf0GhmEJ6qrcaSZalY9gmaSGQHNqzGCtSULAtV7IPya-vzC4JDYVc9AHPvMPMQ8hHoFugvP1GKYNa0_LVdCu3wBR9RTagua5BNeI12TwSR-RdzneUguCaviVHIDlIpmBDzq5d8jENOFpXfQ_eu-TKM1enQxxvq_O4pOoq3eIYHnAOccS-2sVhCPPgxrm6TtGH3uX35I3HPrsPh_uY_D4_-7X7UV9eXfzcnV7WKJSea8vRdoBUOA1M33QeGuwQrGeiE6gZdEihFQ310gvbScEbxp3WzlouKSp-TL7sc6cU_ywuz2YI2bq-x9HFJRuplFCybV8EmxYEa9TLiVyB1ozqAn5-Bt6V3ZR9lK4gRKsEhQLxPWRTzDk5b6YUBkz3BqhZpZlViVmVlMNIs0orVZ8O0Us3uJunmoOlApwcAMwWe5-KrZCfuLZwVK1Tf91zOKGZ8r3FNAdb_NglFa2zwan_p-_J__Fn3F-V57pN</recordid><startdate>20051101</startdate><enddate>20051101</enddate><creator>Sinclair, Robert R</creator><creator>Tucker, Jennifer S</creator><creator>Cullen, Jennifer C</creator><creator>Wright, Chris</creator><general>American Psychological Association</general><scope>IQODW</scope><scope>CGR</scope><scope>CUY</scope><scope>CVF</scope><scope>ECM</scope><scope>EIF</scope><scope>NPM</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7RZ</scope><scope>PSYQQ</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope><scope>7QJ</scope><scope>7X8</scope></search><sort><creationdate>20051101</creationdate><title>Performance Differences Among Four Organizational Commitment Profiles</title><author>Sinclair, Robert R ; Tucker, Jennifer S ; Cullen, Jennifer C ; Wright, Chris</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-a489t-c3acb1a04e9129dbf15aba1cf24b4a921ba017450f6f4cb643523e99ecc360a83</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2005</creationdate><topic>Adult</topic><topic>Affect</topic><topic>Attitudes</topic><topic>Biological and medical sciences</topic><topic>Citizenship</topic><topic>Cluster Analysis</topic><topic>Empirical tests</topic><topic>Employee Attitudes</topic><topic>Employees</topic><topic>Female</topic><topic>Fundamental and applied biological sciences. Psychology</topic><topic>Human</topic><topic>Human resources</topic><topic>Humans</topic><topic>Job Performance</topic><topic>Job Satisfaction</topic><topic>Male</topic><topic>Models, Organizational</topic><topic>Object Attachment</topic><topic>Occupational psychology</topic><topic>Organizational Behavior</topic><topic>Organizational Citizenship Behaviour</topic><topic>Organizational Commitment</topic><topic>Organizational Culture</topic><topic>Organizational Innovation</topic><topic>Personnel Loyalty</topic><topic>Personnel Turnover</topic><topic>Psychology. Psychoanalysis. Psychiatry</topic><topic>Psychology. Psychophysiology</topic><topic>Reproducibility of Results</topic><topic>Sociology of work</topic><topic>Students</topic><topic>Students - psychology</topic><topic>Task Performance and Analysis</topic><topic>U.S.A</topic><topic>Work condition. Job performance. Stress</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Sinclair, Robert R</creatorcontrib><creatorcontrib>Tucker, Jennifer S</creatorcontrib><creatorcontrib>Cullen, Jennifer C</creatorcontrib><creatorcontrib>Wright, Chris</creatorcontrib><collection>Pascal-Francis</collection><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>PsycArticles</collection><collection>ProQuest One Psychology</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>MEDLINE - Academic</collection><jtitle>Journal of applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Sinclair, Robert R</au><au>Tucker, Jennifer S</au><au>Cullen, Jennifer C</au><au>Wright, Chris</au><au>Zedeck, Sheldon</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Performance Differences Among Four Organizational Commitment Profiles</atitle><jtitle>Journal of applied psychology</jtitle><addtitle>J Appl Psychol</addtitle><date>2005-11-01</date><risdate>2005</risdate><volume>90</volume><issue>6</issue><spage>1280</spage><epage>1287</epage><pages>1280-1287</pages><issn>0021-9010</issn><eissn>1939-1854</eissn><coden>JAPGBP</coden><abstract>The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (
N
= 970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (
n
= 148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.</abstract><cop>Washington, DC</cop><pub>American Psychological Association</pub><pmid>16316281</pmid><doi>10.1037/0021-9010.90.6.1280</doi><tpages>8</tpages></addata></record> |
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| subjects | Adult Affect Attitudes Biological and medical sciences Citizenship Cluster Analysis Empirical tests Employee Attitudes Employees Female Fundamental and applied biological sciences. Psychology Human Human resources Humans Job Performance Job Satisfaction Male Models, Organizational Object Attachment Occupational psychology Organizational Behavior Organizational Citizenship Behaviour Organizational Commitment Organizational Culture Organizational Innovation Personnel Loyalty Personnel Turnover Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Reproducibility of Results Sociology of work Students Students - psychology Task Performance and Analysis U.S.A Work condition. Job performance. Stress |
| title | Performance Differences Among Four Organizational Commitment Profiles |
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