Commitment is one of the most researched concepts in organizational behavior. This edited book in the SIOP Organizational Frontiers series, with contributions from many scholars, attempts to summarize current research and suggests new directions for studies on commitment in organizations. Commitment is linked to other concepts ie. satisfaction, involvement, motivation, and identification and is studied across cultural lines. Both the individual and group levels of building and maintaining commitment are discussed.

Organizational commitment (OC) is typically thought of in mainstream research as a beneficial behaviour, with employers mutually rewarding employees for their labor. However, in recent decades, there have been many signs that the benefits of OC cannot be taken for granted. The world of work is changing, with organizations downsizing, outsourcing labor activities and restructuring into leaner entities.Adding to this is the trend whereby almost everywhere, organizations are systematically striving to avoid long-term commitment to their workforce, by resorting to atypical, non-standard jobs (such as part-time work, temporary or agency employment, and other types of insecure jobs). This new regime of employment is an escape from organizational commitment and a tendency to avoid long-term relations.In this book, the author challenges the mainstream research on OC. Surveying the rise and fall of the idea of OC among corporate managers and employees, in an era of escape from responsibility and commitment, the author redefines OC as unique, unrewarded behavior of a minority of employees in times of trouble for their employing organization. These employees, who have alternatives in the labor market, continue to stay unrewarded with their organizations despite their ability to leave for a more secure and rewarding workplace.Presenting this new definition of OC, the author addresses theoretical and empirical flaws in the current concept, while returning to an idea of commitment that is more widely used in social sciences: Commitment as a guarantee of fulfilment of obligations, which are neither motivating nor pleasant, but necessary.

Bu kitap, yönetim ve organizasyon alanında sıklıkla çalışılan örgütsel bağlılık ve kişilik özellikleri konusunu ele alarak, ayrıca çok sık karşılaşmadığımız bireylerin damgalama eğilimlerine de yer vererek araştırmayı daha ilgi çekici hale getirmeyi amaçlamaktadır. Kitapta örgütsel bağlılık, beş faktörlü kişilik özellikleri ve damgalanma eğilimi hakkında detaylı bilgi verildikten sonra bu kavramlar arasındaki ilişki incelenmektedir. This book aims to make the research more interesting by covering the subject of organizational commitment and personality traits, which are frequently studied in the field of management and organization, and also by including the stigmatizing tendencies of individuals we do not encounter very often. In the book, detailed information is given about organizational commitment, five-factor personality traits, and stigmatization tendency, and then the relationship between these concepts is examined.

When evaluating the success of an organization, the value of employees’ organizational commitment and the process of knowledge sharing among staff must be considered. As illustrated in this volume, these two concepts are key conditions for organizational success in the contemporary world. This book explores the concept of organizational commitment, what it is, and how to use and understand the value in knowledge management and sharing for both employees and organizations as a whole. A profound analysis of the global literature exposes organizational commitment and knowledge sharing as key determinants of the effectiveness of the organization management process, including human capital management. While much space in the literature on the subject is devoted to the exploration of the above-mentioned concepts, treated as categories subject to separate analysis, the diagnosis and analysis of the relationship between them should be treated as a poorly recognized process. This book fills a research gap, providing a theoretical foundation and important information on organizational commitment and knowledge sharing, highlighting the relationship between both research categories. It will be of interest to researchers, academics, practitioners, and students in the fields of human resource management, leadership, and organizational studies.

Lack of effective leadership strategies contributes to a reduction in employee engagement and productivity. Managers are concerned about the lack of effective leadership strategies because it negatively affects employee engagement and productivity, reducing organizational growth. Grounded in Bass’s transformational leadership theory, the purpose of this qualitative single case study was to explore effective leadership strategies used to enhance employee engagement and increase productivity. Five managers from an electric cooperative in Northwest Florida who implemented effective leadership strategies participated in the study. Data were collected using semistructured interviews and a review of organizational documents. Data were analyzed using Yin’s five-step approach. The four emergent themes were teamwork, encouragement, leading by example, and rewards. A key recommendation is for business leaders to provide frequent, honest feedback, coach when needed, and provide appropriate training, allowing to succeed in a conducive environment. By nurturing and seeking advice from subordinates, managers show employees they are valued and contribute to the organization. The implications for positive social change include the potential for managers to create a safe, comfortable environment that improves social conditions by promoting their subordinates' worth, dignity, and development.

Most military researchers who have attempted to measure organizational commitment have done so on an ad hoc basis, preferring to invent new items and scales rather than incorporate well-established measures. The purpose of this special issue is to reverse this trend by bringing military organizational commitment research into the scientific mainstream and to do so in ways that will prove useful to military services while advancing organizational commitment theory and knowledge. This special issue grew out of a symposium conducted at the 1998 American Psychological Association Convention that arose when many in the field recognized the practical importance of measuring organizational commitment while maintaining a healthy concern for ensuring that this measurement was well-grounded in organizational commitment theory. Taken together, the articles in this issue demonstrate the concepts of affective and continuance commitment and their underlying measures by using them in different military samples and under a variety operational conditions.

Formation of company citizenship leads to success for the multinational companies by creating psychological alignments of the employee. This, therefore, should be considered as the international strategy of a multinational firm to create unique resources for competitive success. Successful multinational firms develop a common pattern of business performance by creating company citizenships, which include a primary focus on such values as organizational innovation, and a goal orientation. These values ultimately create commitment of the employees. This book proposes that there are some specific espoused values in every important multinational company, which form their organizational cultures and create values, which in turn may create enhanced performance of the organization. We can call this interrelationship between culture and performance as the company citizenship. This company citizenship can be transmitted from one part of the globe to another through the transmission of its corporate management and operations management system as a strategy of a multinational company.

From the time immemorial education was considered to be the means of getting knowledge, throughout the ages and in all the parts of the world. Education is an important agency for all round development of the individual and society.

This study seeks to evaluate the impact of organizational ethical climate on the organizational commitment and job performance of Japanese-funded manufacturing enterprises (JFMEs) in China using empirical analysis and discussion, and includes a review of related research into economic ethics as well as a quantitative analysis of the various types of organizational ethical climates typically found in JFMEs operating in China. While prior studies have approached the topic from an ethical, psychological, philosophical and/or sociological perspective, none have specifically analyzed organizational ethical climate and its effect on organizational commitment and job performance under these conditions. Nor has an analysis of the relationship between organizational ethical climate, organizational commitment, and job performance ever been approached from the perspective of economic ethics. This study illustrates the feasibility of researching organizational ethics from an economic perspective, while laying out a theoretical basis for exploring the philosophy of economics from the perspective of economic ethics.

Study conducted among the selected personnel of North Eastern Railway (India).