Abstract

Although much research has been conducted in the area of organizational commitment, few studies have explicitly examined how organizations facilitate commitment among members. Using a sample of 291 respondents from 45 firms, the results of this study show that rigorous recruitment and selection procedures and a strong, clear organizational value system are associated with higher levels of employee commitment based on internalization and identification. Strong organizational career and reward systems are related to higher levels of instrumental or compliance‐based commitment.

Keywords

Organizational commitmentOrganizational identificationPsychologySample (material)Organizational cultureSocial psychologyValue (mathematics)Compliance (psychology)InternalizationIdentification (biology)Public relationsPolitical scienceComputer scienceMedicine

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Organizational Commitment

Harold L. Angle , James L. Perry

Two models of the factors leading to organizational commitment are compared: the member-based model, which holds that commitment originates in the actions and personal attribute...

1983 Work and Occupations 298 citations

Publication Info

Year
1990
Type
article
Volume
63
Issue
3
Pages
245-261
Citations
397
Access
Closed

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David F. Caldwell, Jennifer A. Chatman, Charles A. O’Reilly (1990). Building organizational commitment: A multifirm study. Journal of Occupational Psychology , 63 (3) , 245-261. https://doi.org/10.1111/j.2044-8325.1990.tb00525.x

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DOI
10.1111/j.2044-8325.1990.tb00525.x